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NFSP and Post Office Ltd ‘Ways of Working’ Terms of Reference
1. Purpose of the document
* To ensure both parties are focused on supporting PM’s through a mutual professional B2B relationship
To set clear processes and ways of working to fulfil the need to improve Postmasters view that NFSP is
independent and that we are working together for their benefit
[SK
¢ To enable the NFSP to feed into and influence the strategic thinking of Post Office”
cua)
e To keep both parties focused on activities that relate to the core role of the NFSP, namely:
(GUS)
o Negotiate with POL on Remuneration rates to represent PMs best interests’ "
© Challenge POL on policy decision making (e.g. NNL’s) to ensure the PM view is represented
o Represent individual PMs to help them resolve their disputes with POL & ensure viable business
o Welfare and support of a Postmaster in the running of their business
2. Frequency of Meetings
A summary of the meetings and purpose is below (not exhaustive):
Meeting name frequency purpose attendees
Monthly NET 2°¢ Tuesday of every I To update and discuss NET board
month (plus adhoc common issues and Head of PM
meeting a fortnight I challenges that are raised Engagement (Shaun
later if required) by NFSP through the NET Kerrison)
team
Accumulative Action plan
PM Engagement
Manager (Anoop
Talluri (notetaker))
Actions update and Monthly To ensure 0/s actions are Wendy Burke
insight share being closed down and Sue Edgar
responded to. PM Engagement
To share 2 way insight on Manager (Anoop
what PM's are raising as Talluri)
issues
Fortnightly meeting To discuss topical issues Calum Greenhow
and update on ongoing PM Experience
subject matter Director (Mark
Eldridge)
Head of PM
Engagement (Shaun
Kerrison)
Senior Leader meeting monthly To flag and discuss high Calum Greenhow
level issues and concerns.
To discuss PO strategy as
appropriate
Sue Edgar
Retail Engagement
Director
Head of PM
Engagement (Shaun
Kerrison)
Various change meetings
As agreed with
Project Manager of
To agree ways of working,
NFSP ‘champion’,
project manager and
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Page 1 Comments
Gu1 As the Postmaster is an investor in the PO network, the NFSP needs to be able to present to the
Board of the PO, meet with Product Directors and Managers
Guest User, 25/04/2023 04:42 PM
SK2 And PM NEDs formal meetings
Shaun Kerrison, 07/11/2024 11:59 AM
SK3 How do Directors bring hollistic view of Pm’s to decision making.
Shaun Kerrison, 07/11/2024 12:00 PM
GU4 Whilst the PO should be enabled to run the business, it should not be able to impose to the
detriment of Postmasters as investors in the business
Guest User, 25/04/2023 04:41 PM
GU5 There has to be a process whereby PO communicates all proposed changes with the NFSP,
allowing the NFSP to understand what is being proposed and consult with its members before the
changes are announced. PO should not impose. This should include a dispute resolution process
when both sides cannot agree.
Guest User, 25/04/2023 04:43 PM
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7 key milestone dates other stakeholders’ :
I P Various meetings variable
'C! between NFSP and
subject matter experts
3. Responsi ies and Expectations
e Leadership/Ownership/Accountability: Independent and impartial leadership, analysis,
prioritisation assessment provided by Hithendra & Calum -holding attendees accountable for
delivering improvements to Postmaster Experience.
e Do: Act and behave as change agents, advocating change that aligns to the business priorities and
driving the cultural shift to being Postmaster centric. Support the shift in culture from ‘apathy’ to
‘healthy challenge’
e Review: Accountable owners to review actions by measuring outcomes and bringing back learnings
e Collaborate: Forums to align, collaborate and challenge to deliver the best experience for
Postmasters and Partners
a. Bring Regional Forums and Branch Users forum under the auspices of the NFSP and ensure
clear demarcation between these different groups and what they will be responsible for.
e Habit: Continue to deliver on meeting expectations, be honest and transparent.
e Communicate: Update to Postmasters and internal colleagues on relevant topics. Work together,
where appropriate, on any key messages, whilst appreciating both parties may not agree on every
topic.
4. Sharing of data
e Anew Data sharing agreement has been agreed, as part of the revised GFA, to support the sharing of data
5. Agenda & Minutes
Papers will be issued to attendees no /ater than two working days in advance of the meetings.
Papers will include the following:
= Agenda for upcoming meeting
= Log of previous decisions and actions
= Any other documents/information to be considered at the meeting
6. Actions, Decisions, and Outputs
Both Parties will keep a log of decisions and actions which will be reviewed at each meeting
1. Responsibility of the owner of the action to complete action and feedback on progress
2. Responsibility of the secretariat to capture and track actions
3. Both parties will review and update respective actions monthly
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Page 2 Comments
SK6 Flag to discuss
Shaun Kerrison, 07/11/2024 12:14 PM
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Engagement
We will:
+ Agree framework on remuneration, policy and process changes
* Head of PM Engagement will be included in ‘Business Readiness’ distribution list to ensure NFSP is
aware of change
+ All business owners being made aware of new ways of working and to engage with NFSP at an early
stage
+ Head of PM Engagement will advise the NFSP of all change that is appropriate and will act as conduit
to set up initial meeting with project manager
[Seal "
* When both parties cannot agree, see appendix 1
+ Allow sufficient time to understand changes and seek input from others to feedback
* Wendy constructing ‘aide memoir’ as part of initial meeting
* NFSP to undertake representative research in order to give constructive feedback. Details of what
can be shared to be —_
+ Have clear reasoning for proposed changes and challenges
(gut).
+ When negotiating (which involves a 2 way discussion and explanation of current thinking), there is a
need for PO to be open and transparent on income/costings, rationale timings, future competitive
challenges
+ There will be sensitive information that may be commercially sensitive and therefore this
should not be shared more broadly
+ Key principles will be to Reward fairly, incentivise sales, encourage correct behaviours &
rates make commercial sense to both POL and postmasters
+ Show clear representation of network in all changes
* Show segmented views where necessary and appropriate
* Support and find solutions to build better wider B2B relationships
* Calum hold regular meeting with BEIS policy team — need to keep this relationship distinct. Could
dates of meetings be shared?
' i 7 . : ae [sKi6]
* Build relationships between appropriate Directors within NFSP/POL
+ Explain this document to all stakeholders
* Head of PM Engagement to share document with internal stakeholders to explain new ways of
working. NFSP comms team to use with membership to show NFSP involved at a deeper level and
how we are working in a robust, structured way (whilst remaining independent)
Insight
We will:
+ Share appropriate data and insight with each other to support arguments
Page 3 Comments
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SK7 Input from rem team/commercial team/legal
Shaun Kerrison, 12/11/2024 03:43 PM
SK8& Appendix I now added
Shaun Kerrison, 22/11/2024 09:02 AM
GUu9 Currently being done via Ruth and Anoop
Guest User, 25/04/2023 04:51 PM
SK10 This relates to anything that comes to NFSP for change (thus Wendy constructing an aide
memoire) - so not sure if this is Anoop and Ruth in this context?
Shaun Kerrison, 12/11/2024 03:21 PM
GU11 Let's agree what both PO and NFSP consider the word negotiate to mean i.e. not being dictated to,
imposed but a general consensus between both parties that what is proposed is good for PO and
Postmasters.
Reward fairly
incentivise sales
encourage correct behaviours
Guest User, 25/04/2023 04:53 PM
GU12 This should be complete this year via the annual plan
Guest User, 25/04/2023 05:00 PM
SK13_ Agreed.
Shaun Kerrison, 07/11/2024 12:40 PM
SK14 — Work through detail
Shaun Kerrison, 07/11/2024 12:40 PM
SK15 How bring to life in PM inclusion plans
Shaun Kerrison, 07/11/2024 12:43 PM
SK16 Plan for Q4 24/25 to launch
Shaun Kerrison, 07/11/2024 12:47 PM
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aie * To include income/costs, ROI, timings, consideration of covering costs, national and competitive
lic trends, info mapping, survey data, research findings.
+ Ensure insight is a true reflection of all segments of the network
* Seek ways to build insight capability
* review ideas on how support better insight, primarily through use of call logging data, but also
explore ways to use RS&BS secretary insight?
* Work together to ask appropriate questions to field team to gather insight
* Project managers and NFSP to agree on what could be shared
* Work jointly, where possible, to gather joint insight from Postmasters from our own independent surveys
* Find ways where we can give each other input to respective surveys
Communications
We will:
* Share key messages on any upcoming comms.
* Head of PM Engagement will share key messages on any significant communication messages where
appropriate.
* Comms to include reference to working with NFSP , where relevant.
+ Agree a document to explain the remit of the NFSP (wording to be agreed)
* Pull elements from GFA/this document/what NFSP/POL does. Constructive agreement and
commitments agreed, benefits are....
+ Share forward looking plans for comms
* Strong process to share all comms, which can then be shared with NFSP teams as required.
+ Ensure comms teams have close working relationship
* Look at structured approach to update/share/discuss comms plans
Funds spent wisely
We will:
+ Agree on KPI’s to measure efficiency
* Which is part of the NFSP annual plan
+ Look at wider ways to use funding to improve NFSP members support
* Demonstrate to stakeholders how making best use of funding
* As per GFA — Annual plan clauses
Page 4 Comments
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GU17
GU18
GU19
SK20
This is a key point to the NFSp and PO working collaboratively
Guest User, 25/04/2023 05:02 PM
Agreed
Guest User, 25/04/2023 05:04 PM
NET to discuss further
Guest User, 25/04/2023 05:05 PM
This will be useful for internal use and can be shared acordingly
Shaun Kerrison, 12/11/2024 03:40 PM
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We will:
* Be open and honest to build self-awareness
* — Consider on how to ensure agenda is focused and time allowed to cover most important topics
+ Minute meetings, classify and distribute to show transparency to all relevant stakeholders
* Agree ways of working document
* Consider on how to ensure agenda is focused and time allowed to cover most important topics
* Look at ways to develop ourselves for benefit of Postmasters
* Having clarity, structure to meetings and processes will help build all parties to develop and reduce
risk of conflict.
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1. PROBLEM ESCALATION AND RESOLUTION
1.1 First Instance
Any question or difference which may arise concerning negotiation of remuneration shall in the first
instance be referred to the POL Grant Manager and the NFSP Grant Manager, who shall meet to seek to
resolve the issue as soon as reasonably practicable.
1.2 Failure to Resolve at First Instance
1.2.1 If the matter is not resolved at the meeting of the POL Grant Manager and the NFSP Grant
Manager, or if no meeting takes place within one (1) weeks of being referred to the POL Grant
Manager and the NFSP Grant Manager, the matter shall be referred to the next level of
management in accordance with clause 1.3 (Hierarchy) who must meet within ten (10) Business
Days or such other period as the parties may agree to attempt to resolve the matter.
1.2.2 If the matter is not resolved at that meeting, the escalation shall continue with the same
maximum time interval through one or more levels of management.
1.2.3 The parties shall use reasonable endeavours to complete process as quickly as possible.
1.3 Hierarchy
The levels of escalation for the purposes of this clause 1 (Problem Escalation and Resolution) are:
Level POL NFSP
First POL Head of PM Engagement (role I Chief Executive Officer
to be determined pending
restructure)
Second Head of PM Engagement Line Chair
Manager (role to be determined
pending restructure)
Third Group Chief Finance Officer (to be I Board of Directors
socialised and confirmed)
If any of the above is unable to attend a meeting, a substitute may attend provided that the substitute has
the same authority and is authorised to settle the unresolved matter. Where any of the job titles referred
to in this clause 30.3 change and/or are replaced following the Commencement Date, the nearest
equivalent job title shall be deemed to apply of the purposes of this clause 30.3.
1.4 Mediation
If the matter is not resolved after escalation to the third level under clause 30.3 (Hierarchy), the parties
will attempt to settle it by mediation in accordance with the CEDR Model Mediation Procedure. To
initiate the mediation, either party must give notice in writing (‘ADR notice”) to the other party requesting
a mediation. A copy of the request should be sent to CEDR Solve. The mediation will start not later than
thirty (30) days after the date of the ADR notice.