Capita TVL: Pay Negotiations 2026/27 – Rejection of Pay Offer

Branches are advised that the Postal Executive has formally rejected a further pay offer from Capita TVL management.  Our view is that the BBC contract is extremely lucrative for the overall Capita Group and given that this contract was recently extended until 2030, in our view is that the offer, which we are unable to divulge at this stage, falls short of our aspirations on behalf of our TVL members.

Dawn Edkins, Head of HR – Central Government Services, wrote on 17th July confirming that following her discussions with Faris Gharib, Managing Director, Capita TVL, Capita was not prepared to improve the pay offer.  A formal response to this correspondence was sent following the Postal Executive meeting earlier today.

In terms of next steps, we have already arranged a Senior TVL Reps Briefing on Monday 27^th July in Manchester, and at this meeting I will report on the decisions of the Postal Executive, and we will discuss how we take our policies forward.

Capita TVL has today published its own update to employees (attached).

Further developments will be reported.

Yours sincerely,

Andy Furey
Assistant Secretary

LTB207.26 Capita TVL Pay

Capita TVL Update to employees

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Remembering Our Colleague and Friend Jeremy Baugh 

It is with great sadness that we share the news of the passing of our dear colleague and friend, Jeremy Baugh, following a long and courageous battle with cancer.

Jeremy served as the CWU’s Head of Research from 2001 until 2009 and later returned to the union as a Senior Policy Advisor in the Postal Department from 2015 until 2019.  Jeremy was an outstanding and lifelong trade unionist who made an enormous contribution to the CWU over many years.  He was an exceptionally capable, principled, and hugely respected figure in the union and across the wider labour movement.

Beyond his professional achievements, Jeremy will be fondly remembered for his friendship and his commitment to the values of trade unionism, and he will be sadly missed by us all.

On behalf of the CWU, we offer our sincere condolences to Jez’s loving wife and lifelong partner Dion, who he met when they worked together at the CPSA union when Jeremy was just 21 years old.  He also leaves his three wonderful children Rosa, Sean and Mica of whom he was immensely proud.

We send them all our deepest sympathies and very best wishes.

Rest in peace, Jeremy.

Yours sincerely,

Dave Ward
General Secretary

26LTB208 – LTB Remembering Our Colleague and Friend Jeremy Baugh_

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Royal Mail: Sports and Social Clubs – RM Decision to Stop Subscriptions from Payroll

Further to LTBs 074/26, 086/26, 107/26 and 177/26.  Branches will be aware that we escalated this matter to Kieran Judd, Chief People Officer.  A formal meeting was held with Kieran Judd, along with Andrew Smith, HR Director, Industrial Relations, on 23^rdJune, during which it was put to them that the wellbeing of the Sports & Socials Clubs was essential and that they had existed for many years and as such were an integral part of the fabric of Royal Mail.  Furthermore, I emphasised the genuine concerns received via our Branches and Reps that some clubs may potentially have to close their doors due to the financial impact of RM’s decision, with the potential loss of valued social and community support for our members.  As a consequence, Royal Mail agreed to reflect upon whether there was a more supportive way forward to facilitate a smoother transition, whilst retaining their plans to cease subscriptions via payroll.

We met again on 8th July, during which a “4 point plan” was proposed by RM, aimed at supporting the 11 largest Clubs which had not yet been contacted, with an effective migration to the new arrangements.  To facilitate this, Kieran Judd proposed to extend the deadline to the end of November to allow for the S&SCs to put in place robust plans to retain members and in turn protect their income.  The proposal was received formally yesterday, 20^th July and is attached to this LTB.

The 4 key components of the plan are as follows:

1. The Company will delay any further changes until end of November 2026, allowing more time for the Clubs to manage the transition with their members. 
2. The Company will identify a Point of Contact to work with the CWU and the Clubs leadership, facilitating this transition but also the below additional points. 
3. The Company will provide proactive support to the Clubs still to transition, enabling easier and more effective communications with their membership to facilitate a smooth transition. 
4. Furthermore, the Company will work with all the clubs to explore additional promotional options available to help them identify and encourage new membership, both from the current workforce but also from new joiners.

 Conclusion

The Postal Executive believes the 4 point plan above is the best outcome in the circumstances.  Obviously, it is disappointing that RM are still adamant that the new payroll system needs to be simplified, meaning the stoppage of subscriptions, and this is something we cannot agree to.  We have though gained a firm commitment from RM to support the growth of all the clubs through “promotion options“.  Clearly this is a positive commitment from RM which the Postal Executive hopes will be welcomed by the clubs, who in turn will need to be proactive in engaging with RM in terms of club membership recruitment campaigns.

The 11 largest clubs are as follows:

• Eastern Post S&S Club
• NDC Sport & Social
• Glasgow Area PO SOC & REC Club
• Harrow & Wembley PO S&S Club
• Romford PO Sports & Social Club
• RM Romford & Ilford Carers Society
• Mount Pleasant CWU Welfare Fund
• Wolverhampton PO S&S Club
• Mount Pleasant PO S&S Club
• London Post Office S&S Association
• Civil Service Sports Council

Mole Meade, Postal Executive member, will lead on this project and will liaise with RM’s “Point of Contact” to help facilitate the transition and also to draw up an action plan in terms of a marketing campaign to attract new club members.  Mole will also engage directly with the 11 S&SC’s who have not yet transitioned to the new direct debit arrangements to ensure they are supported throughout the process until the extended deadline of the end of November.

If Branches, Representatives or S&SC Chairs/officials have any questions in relation to this matter, please contact mmeade@cwu.org

Yours sincerely

Andy Furey
Assistant Secretary 

Attachment 1: LTB206.26 RM Sports and Social Clubs – Decision to Stop Subscriptions

Attachment 2: Att. to LTB206.26 – Email from Kieran Judd

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Royal Mail Group – Updated Health and Safety Policy Statement 2026 

Dear Colleagues,

For the information and reference of CWU Health and Safety Reps, Branches, and members, attached is a copy of the revised Royal Mail Group Health and Safety Policy, issued on 20^th July 2026.

This revised policy, in the name of Alistair Cochrane, CEO Royal Mail Group, outlines an overview of Royal Mail Group’s commitment to the management of Health and Safety across the group and is reflective of previous years’ statements issued.

In circulating this Royal Mail Group Health and Safety Policy Statement, it is necessary to confirm that the CWU is not consulted on the details of the policy.

Amongst other commitments set out, the policy includes the line: ‘Engage and consult with our employees and their representatives, ensuring their voice helps shape how work is done safely.’

Any enquiries to this LTB should be referred to the DGS(P) Department email address: Hford@cwu.org/ACorbett@cwu.org.

Yours sincerely,

Martin Walsh
Deputy General Secretary (Postal)

LTB 205-26 – Royal Mail Group – Updated Health and Safety Policy Statement 2026

Health and Safety Policy June 2026

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NEW PRIME MINISTER – ANDY BURNHAM 

Last week, the CWU’s National Executive Committee agreed to nominate Andy Burnham for the position of Labour Party Leader. Today, following his election, he has become Prime Minister.

The CWU was proud to give our endorsement to Andy Burnham. Political endorsements should always be guided by who best advances the interests of our members and the wider working class. Andy’s long-standing commitment to public investment, stronger public services, reducing inequality, and a more interventionist economic approach closely aligns with the union’s political objectives.

For CWU members across postal, telecoms and other sectors, the future of work depends on decisions about ownership, regulation, investment and industrial strategy. Burnham has consistently argued for an economy that gives greater power to working people rather than leaving these decisions solely to the market. This provides opportunities to advance our priorities, including stronger employment rights, greater trade union influence, investment in industry and public services, and protection for workers as technology reshapes the economy.

The CWU’s nomination reflected a strategic decision to support a political programme that seeks to rebalance economic power in favour of working people. With Andy Burnham now Prime Minister, the union will continue to work constructively with the new government to advance the interests of our members and the wider trade union movement.

I have written an article on the opportunities under a Burnham government, which you can read here: https://tribunemag.co.uk/2026/07/an-agenda-worth-defending

Any enquiries regarding this LTB should be addressed to the General Secretary’s Department, Dawn Lynch on dlynch@cwu.org.

Yours sincerely

Dave Ward

GENERAL SECRETARY

LTB 204/26 – NEW PRIME MINISTER ANDY BURNHAM

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UPDATE ON DM26

It is now just over six weeks since the membership ratified the USO reform agreement. The attached report is designed to give reps and members a full update on the 120 Delivery units that were deployed up to Monday 13^th July.

This is without a doubt the biggest-ever change to deliveries, and the full terms and safeguards of our agreement must be applied to every single delivery unit.

The agreement is crystal clear; no units should deploy until they have completed the following processes (details are explained in the report) and have received approval from the Regional Steering Group.

• Rapid Base Data Validation
• Unit Health Check
• Scoping Exercise
• Go/No Go Process

Even once a unit has navigated through this process no unit should deploy unless the delivery unit is clear on deployment and each duty is resourced to and the reserve level is fully staffed. Depending on the size of your units, the above is a lengthy process which all units must complete in advance of deployment.

The agreement is designed to allow for local input, recognising that each delivery unit is different and therefore you are best placed to influence what will work in your unit. The agreement clearly allows for bespoke/non-standard solutions to be cleared by the Regional Steering Working Groups, which will ensure that DM26 lands better in the unit and achieves the quality targets.

The agreement has been planned on the basis that your unit will have the full support of all reps – local, area, divisional and national, to ensure that your unit is in the best possible position to deploy DM26, which includes ensuring on deployment that you have a clear office and full resources, including, as a minimum, a one in six reserve level.

We have asked the Divisional Reps to work with their Area Delivery Reps to complete proformas on how delivery units are working under DM26 and how the Regional Steering Groups are working.  This information will be used to provide you with further updates.

The reports and data demonstrate that most of the deployed units are working, and delivery point coverage has improved. However, it is very much early days, with only small and medium units deployed thus far.

The feedback from members in some of the units has been good, especially in units that were previously failing every day, with members coming into frames of mail that did not go out.

There are also reports that a minority of the units have not landed well and need to be fixed, including, if necessary, by introducing extra hours, duties or equipment. The most common theme for those not working is they did not follow all the pre deployment checks in full.  The agreement also states that there must be a mandatory review, and no surplus employees will be removed unless the unit is achieving all its quality targets.

We can also report that 338 part-timers have either got a permanent or temporary full-time job, and a further 134 have got an increase in contracted hours in the first 85 delivery units deployed (RM systems run 2 weeks behind which is why this is not for the 120 units deployed). There are a further 1,165 Delivery units to deploy, so this will significantly increase with further deployment.

One point of clarification which will be a clear benefit for some units is delivery units that currently start later on one or more days than the current Wednesday start time can, on deployment, start at the Wednesday start time across the week and we are sharing as much information with CWU Divisional Reps to help support this activity. For example, the DDS (Delivery Duty Scheduler) is showing that:

Glasgow Rutherglen starts 15 minutes later on a Monday compared to Wednesday, 45 minutes later on a Tuesday, 15 minutes later on a Friday and 15 minutes later on a Saturday. They will now be able to start earlier on those days, at the same time as Wednesday start times.

 Leyland is starting 50 minutes later on Monday and Tuesday than on Wednesday, and 20 minutes later on Friday and 36 minutes later on Saturday. They will now be able to start earlier on those days, commencing at the same time as on Wednesday.

We realise change is always difficult; our commitment is that we will support you through this process. The agreement is designed to ensure that USO change is successfully delivered across all units and fixed if issues arise.

The CWU at all levels are committed to ensuring that your delivery unit is not only in the best position to deploy but also sees the benefits of extra Saturdays or days off, and that your unit is clearing daily.

We will provide further updates on how units are progressing, including which units have completed their review.

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) 

Davie Robertson

Assistant Secretary

Tony Bouch

Assistant Secretary

LTB 203.26 Update on DM26

LTB 203.26 Att 1

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ROYAL MAIL: CHANGE FOR GOOD – JOINT STATEMENT 

Further to LTB 126/26 dated 29^th April 2026.  Branches are advised that there have been a number of changes in the Change for Good (CFG) management team at Royal Mail, and of particular note the HR Director, Performance & Capability, left Royal Mail at the end of June.  This has meant slower progress than we originally anticipated in establishing the Shadow National Steering Committee (SNSC) along with our wider agenda on CFG.

From a positive perspective, we have now agreed the attached Joint Statement under the signatures of Kieran Judd, Chief People Officer and Martin Walsh, DGS(P).  Crucially, the JS contains a strong reference to the ER/IR Reset programme and this is in keeping with the following paragraph from Emergency Motion E1 at this year’s Postal Conference:

“Ensuring that at the heart of the CFG programme is the recognition that the Reset of ER/IR is of paramount importance to improving relationships in the workplace.”

The Joint Statement recognises that people’s behaviour must improve where it is inappropriate and to do this requires coaching, training and of course time, and along with the wider key messages associated with CFG, this will help to ensure that the principles enshrined within the JS are followed by all.  The JS acknowledges that bad behaviour is a factor within some workplaces, but that together we will strive, through educational means, to address legitimate concerns that might have been normalised in times gone by to create workplaces across Royal Mail that are inclusive, welcoming, and safe.

The first meeting of the SNSC is on Thursday 23^rd July and further developments on the wider CFG programme will be communicated as we move forward together with Royal Mail on this important activity, which complements the ER/IR Reset programme.  Branches and Reps are urged to ensure the attached JS is shared widely amongst our members.

Yours sincerely,

Martin Walsh      

Deputy General Secretary (Postal)                                                                   

Andy Furey                    

Assistant Secretary

LTB 202/26 – RM Change for Good – Joint Statement

LTB 202/26 – Change for Good_TRIPARTY STATEMENT_July 2026

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USO Deployment Agreement – Part-Time Employee Scoping Exercise – Next Steps

Dear Colleagues,

Further to LTBs 147/26 and 160/26 regarding the USO Delivery Scoping Exercise, which outlined that all RM employees would have the option to express their interest in the following options:

1. Increasing Part-Time (PT) contracted hours where available at their current office;
2. Increasing PT contracted hours and voluntarily moving to another office where there is a vacancy;
3. Moving to another office on a voluntary basis where there is a vacancy.

As a result, circa 9,000 employees responded to the scoping exercise and the business confirmed that both parties will now jointly use this information to support the people changes within USO reform.

All details of employees wishing to increase PT contracted hours will be supplied to COMs to assist with local planning. This will be used alongside 1-2-1 conversations to ensure all PT colleagues have had the opportunity to share their aspirations before processes are followed to make changes determined by the duty pattern vote and the temporary matching / repick activity.

For employees wishing to voluntarily transfer to another office, the business compared preferences against planned recruitment plans and are able to start conversations with those circa 900 colleagues. These conversations will start immediately, with the process that will be followed involving both the COMs from the current office and the office with the vacancy. The details of the role will be shared with the employee wishing to make the voluntary transfer and then, should they wish to proceed, a formal offer will be sent directly to them. The plan is that voluntary moves will happen within a 28-day period and all employees will be supported if there are any concerns with the process.

In addition, both parties have agreed that the Scoping Exercise will be reopened in the next few weeks to allow employees in delivery to continue sharing their preferences as DM26 progresses through the deployment plan. Likewise, both parties have committed to jointly use our learning from this exercise to work together on reviewing and improving the existing business as usual internal transfer process.

Any enquiries relating to the content of this LTB should be directed to the Outdoor Department, email address: Pharacz@cwu.org.

Yours sincerely,

Tony Bouch

Assistant Secretary

LTB 201/26 – USO Agreement – Part Time Employee Scoping Exercise – Next Steps

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Royal Mail Group: Hybrid Working Policy – Decision to Impose Four Day Working in the Workplace

Further to LTB 180/26 dated 22^ndJune.

It is fully recognised that Royal Mail’s unilateral decision to impose four-day working in the workplaces is highly unpopular amongst some of our Admin members and this has been demonstrated by the level of correspondence received from Branches and directly from members in the last couple of weeks.  Without exception, the complaints centre on the domestic upheaval being created by management, which we believe to be utterly unnecessary, as there wasn’t a problem with the current arrangements.

The purpose of this LTB is for Reps and Branches to share this information with members who have raised objections to the actions of Royal Mail.  For the avoidance of any doubt, the Union put forward a robust argument to Royal Mail, making it abundantly clear that their actions would be very badly received by our Admin members. Unfortunately, RM were not prepared to listen to our arguments, even though they fully understood that their actions would be extremely contentious with our Admin members who have worked hybrid arrangements for many years now.

To put this matter into perspective, the Union does not have a Collective Agreement in relation to hybrid working, with the vast majority of these arrangements being introduced as a result of the pandemic in 2020/21.  It is however recognised that some members worked from home prior to this, with the full support of their managers.  Senior management’s attitude in regard to this matter is to hide behind the contract of employment, which stipulates that members are required to attend a place of work and additionally, management argue that the hybrid working arrangements were always discretionary.

In the absence of a Collective Agreement surrounding these matters, RM is proceeding as planned, although management have confirmed there is a degree of flexibility around the introduction date as it is recognised that childcare arrangements will have already been made by our members for the school summer holidays.

Members are advised that if the changes to the hybrid arrangements are problematic for them personally, they should consider applying for Flexible Working Arrangements (RM’s Working Arrangements Policy attached) via their line manager and seek support from their local CWU Representative if required.  There is also an appeals process if the request is rejected by the manager.  Also, I can see no good reason why members should not be able to lodge a Raising Concern if it is felt that local management are being unreasonable in their rejection of Flexible Working Arrangements.

In essence, despite the union’s best endeavours, Royal Mail has made an executive decision to move from three days in the office to four, and this decision was conveyed in a wider business communication from Alistair Cochrane, CEO.  It needs to be emphasised that we did challenge the rationale behind this change and it is disappointing that Royal Mail has not been prepared to listen to our legitimate concerns and is pressing ahead regardless of the frustrations felt by many of our members.  In these circumstances, the advice above should be considered and actioned where appropriate.

Yours sincerely

Andy Furey

Assistant Secretary 

Attachment 1: LTB200.26 RM Group – Hybrid Working Policy – Four Day Working in the Workplace

Attachment 2: Att. to LTB200.26 – RM Working Arrangements Procedure

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ROYAL MAIL: FINANCIAL WELLBEING; SALARY ADVANCE

Royal Mail is today launching a new facility for monthly paid employees that allows for salary advances, which may be welcomed by some members when facing temporary financial difficulties.  All monies advanced will be paid back via payroll at the next salary; therefore essentially this is simply an advance of salary and is not linked to a Salary Sacrifice product, which would be paid back via instalments, and it doesn’t have an impact on the minimum wage.  Disappointingly, we have been informed the new product is not available for RMPFSL employees.

Branches and Reps are advised that there has been no meaningful engagement on this matter, and Royal Mail simply appraised us of their planned actions and as such did not seek our formal agreement.  However, it would be fair to say that this employee benefit may enable our members to avoid the high cost of payday loans, unapproved overdrafts with excessive bank charges and of course unscrupulous loan sharks.  As many members live hand to mouth and won’t have any savings to fall back on, this facility is welcomed.

There is a small transaction fee of £1.69 for accessing this product, and practically, the employee checks their eligibility via the new “Salary Finance” App and can access up to 50% of what they’ve earned in the last month.  The monies are usually available within minutes. The attached slides and “Your Wellbeing” publicity materials that can also be accessed via the Robin App or through My Bundle+ provide further details.

The example given by management as to a potential need for an urgent salary advance was an employee’s boiler packing up and with it the cost of calling out a service engineer and of course the cost of replacement parts, which can’t wait until the next pay date in the depths of winter.

Going forward, it will be necessary for us to understand the ongoing take-up of salary advances, and I will engage with Royal Mail for them to provide us with statistics and to undertake a trend analysis to see which grades avail themselves of this facility.

Yours sincerely,

Andy Furey

Assistant Secretary

Attachment 1: LTB198.26 RM – Financial Wellbeing – Salary Advance

Attachment 2: 1. Slides – Salary Advance; CWU briefing – 7 July

Attachment 3: 2. Your Wellbeing – Salary Finance Overview_2026_July – Final

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