POL00155129
POL00155129
> OFFICE 5
Timeline
POL00155129
POL00155129
Organisation ready to respond to operational
and reputational impacts of adverse
judgment
Analysis of
judgment to
inform Day 1
response and
positioning
Rapid Response Team to direct response,
collate and disseminate information, and
make decisions
Drumbeat of
initiatives to
improve
postmaster
commercial and
day-to-day lives
v Worst-case-legal scenario defined v
Y Business impacts defined
v_ Response plan developed v
v Owners and specific actions defined
v Messaging playbook developed
y Plans socialised with business v
v Resourcing and monitoring initiated
» Support owners execute planning actions
» Complete messaging playbook
Draft judgment
released to PO
v v
Identified legally privileged
team members
Legal team on notice to
deliver quick turnaround
assessment of judgment
Template for vital comms
proof points created
Build internal process to
act on legal assessment
Judgment goes
public
Rapid Response Team created
Personnel and leadership identified
Terms of reference set
Structure and processes defined
Scenario rehearsal carried out
Feedback from rehearsal developed
>» Escalation triggers to be defined
> Tweaks to personnel and structure
following run-through
> Socialise final RRT with business
> Final rehearsal or scenario crisis exercise
closer to judgment
>» Day 1 logistics finalised
End Week 1
2020+
Evidence from business
identified
New Normal narrative
developed
Executive sign-off on
specific initiatives
Develop and rollout
timetable of initiatives
Creation of individual
comms plans per
initiative
Preparation
POL00155129
POL00155129
Post Office core response playbook -
1
PO immediate response: Topics / Q&As 1
1, Top line statement im
2. Comment on judgment (Good 1 - 2 - 3 bad) + Horizon defence
3. Found vs not found + New Normal i
+ Fujitsu partnership 13.
Key stakeholders: + Compliance 4
7 B + Troubleshooting and 5.
bees jovernment & Commercial : aan 6.
+ Bug-fixing process
[s.
L
<
New processes
> Reactive engagement
® Field team briefings
—> Preparedness briefings
New feedback process on PM
sentiment (portal)
Preparedness for Q&As
Q&A doc
Horizon defence
Compliance obligations
New investigation process
Branch opening and branch
engagement
Troubleshooting playbook
=
Sa
a
I
I
1
{@sranch support centre I
I
I
I
j
©) Key PO people briefing
]
I
I
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1. CEO, COO, CFO ete. I
2. Approved persons MLRO, DPO I
etc.
3. Commercial relationships
managers
QBAs
Surge resource process
Troubleshooting playbook
jwne
eo Improved bug
reporting/fixing and
investigation process
1. Improvements made to:
Bug identification, Horizon
quick wins, troubleshooting,
Issue horizon scanning, PO
testing procedure, Issue
detection (NBSC), Review of
Fujitsu contract
Critical service/ product
contingency
\@ Pipeline postmaster management © Direct Postmaster © Internal communications
process comms (TBC if Orange/Green)
1. Troubleshooting playbook (within 1. Communication briefing to employees - Post Office
1. Process to identify and escalate issues Branch Focus) official response
2. Horizon Advocates process 2 Compliance reminder 2. Communications to suppliers
3. Lines to take for in branch 3. Lines to take
@ Branch monitoring process conversations
1. Process to monitor if branch is open/using © Retail partners, commercial clients and @ Rapid response team
horizon suppliers , , 7
2. Monitoring postmaster sentiment and portal ; ae 1. Action to define and develop rapid
3. Monitoring checklist 1. Horizon defence: Positive messaging including key response team documentation
4. High risk / high importance site identification metrics on partner specific relationships and history of II2. _ Briefing of rapid response team
5. Compliance monitoring successful transactions/reconciliations
6. Controls on emergency cash 2. Schedule briefings with key partners 6
Private & Confidential —
Subject to Legal Privilege
POL00155129
POL00155129
Week -1
Legal Assessment of Judgment
+ WBD provide a summary of the Judgment within 48 hours of it being provided in draft. Technical and
operational issues and implications considered
. Counsel's input is sought to advise Post Office on how the Judgment affects the rest of the litigation
. 2 members as minimum of WBD GLO Support team will have deeply read the Judgment and will be on
point to answer questions as needed in relation to any operational change
Response Plan Assessment
. Response Plan is reviewed against Judgment to identify any gaps; mitigations are scoped. Due to
embargo this cannot go beyond Judgment Embargoed list of PO people
Operational Considerations
* Comms Plan - dates are confirmed. Invitations sent out
. Non-essential BAU activities are paused for Week 1 - focus on week 1 response plan activity
Rapid Response Team Structure
pre nag ee enn nw gecr ees
(____~ Response tier 777}
GE response
+ Guide strategic response
+ Approve business critical decisions
+ Senior stakeholder liaison as
required
+ Delegate authority to RRT to
manage the immediate response
+ Update Board on response strategy
and business impacts
Tactical response
+ Implement the tactical response
+ Escalate issues/decision required
+ Collate monitoring
[fore eee eee nnn
f ‘Command &
control Structure
---------------?
Escalation to Board if required
Sub GE (full GE if required)
] [ = ] [
TBC I
Provides an update on the
strategic response
Provide strategic direction
and approves business critical
decisions
Commerc
Leos ‘Age Relations ‘ranch support 1 Pectil - comms
“Suppliers
Finance Compliance Corporate ars
POL00155129
POL00155129
RRT Meeting Rhythm
Sub-GE briefing
1200
1100 1300
RRT AM meeting (GMT)
O° @ e 1400 Comms and legal surgery
Ops leads to receive «
briefing/updates from 0900 & 1500 PM MI reporting pack
reports
Communications team 0800 @ 1600 RRT PM meeting
update
Functional briefings /
i 1700 All hands
@ 1730 GE End of Day report
Comms Handover 0700 ;
RRT
0600 Control @ 1800 Core-team meeting
Room
0500 DA 4600 comms Handover
0400 : 2000
0300 : ‘ : 2100
1@ Meeting Ml Briefing
0200 : 2200
0100 0000 2300
POL00155129
POL00155129
POL00155129
POL00155129
— Eh
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