One of the biggest business news stories of the past month has been the news of Evri’s proposed merger with DHL ecommerce.

There's been plenty of articles about the strategic potential of the deal. But employees? Barely a mention. This deal is still subject to regulatory approval in the UK but, if it goes ahead, I hope the internal communication is treated with the same priority as the strategy and investor messaging.

I’ve been involved in communicating organisational mergers and acquisitions, and it’s one of the biggest internal communication challenges there is. You’re expected to keep employees informed, and maintain trust and engagement, even when you don’t have all the answers yourself.

Here’s my seven key pieces of advice on how to communicate a merger:

Acknowledge people’s concerns

That period between announcement and deal completion is one of the hardest to navigate. Legal and regulatory constraints limit what you can say and when. Meanwhile, employees are looking to you for clarity, reassurance, and direction.

It’s completely understandable that certain aspects of a merger or acquisition need to be kept under wraps. But that doesn’t mean going quiet. This is an unsettling time for employees, who are likely wondering what the changes mean for them personally whether their role will shift or even continue to exist. Acknowledge those concerns openly. You don’t need to have all the answers, but you do need to show that you understand what people are feeling and that their questions are valid.

Help people understand and trust the process

That means clearly explaining the steps ahead, the legal and regulatory process and being clear about when employees are likely to hear more. Uncertainty is easier to bear when there’s a roadmap and regular, predictable updates.

Take time to listen

Take time to understand what employees are feeling. What are they proud of? What are they anxious about? What do they hope the new organisation can become?

Consider your words

We often hear the phrase mergers and acquisitions used interchangeably, but they’re not the same. A merger implies two organisations coming together as equals. An acquisition suggests one company taking over another.

The language you use matters, and so will your communications approach.

In a merger, it’s easy for people to feel like there are winners and losers, one way of working that wins out, one culture that dominates. That’s why internal communication must pay close attention to words, tone of voice, and channels. These seemingly small details signal whose legacy is being honoured, and whose might be fading into the background.

Create a new narrative

Another challenge in mergers? When one brand has a strong reputation and the other doesn’t. I’m sure many regular online shoppers have a story or two about Evri! If two different cultures are coming together, don’t pick one over the other. Co-create a new narrative. One that’s aspirational but grounded in real values and behaviours from both sides.

A consistent channel for updates

In my experience a single channel to communicate updates on the merger can make a real difference Choose a format that works for all employees, not just those at desks.

Look after yourself

During mergers comms professionals are expected to be the calm, confident voice others rely on. You might be asked to draft reassuring messages while having no idea what’s happening to your own role. The M&A work is likely on top of your day job. This emotional labour often goes unseen but it matters make sure you have support too

Mergers and acquisitions aren’t just communication challenges, they’re trust challenges and internal communicators have an important role in helping people feel heard, valued, and involved.