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Post Office Network
Performance Summary Period 1 2000/01
People Scorecard
© No figures available for opinion survey based measures until further tracking takes place (planned for end of quarter 1)
e Vital Few Measures - 3 Green, 2 Amber, 0 Red
Performance Indicators Previous year Actual Performance Full Year target Traffic light Status
Performance
1. Leadership Index 63.0 60% ile
Line Manager Relationship
2. Commitment Index
© Group Commitment Index
Staff 48 Under review
agents 47.2 Under review
© People satisfaction - Staff 38.3 Under review
© People Satisfaction - Agents 36.4 Under review
3. Capability Index 26.4 +5%iles
4. Agent\ Franchise value
5. Manpower Forecast 227 ‘Amber
Headcount Variance(Excludes Operational staff)
Template Interim Project Transitional Staff in Post
Plan Actual Variance I Plan Actual Variance I Plan Actual Variance I Plan Actual Variance Plan Actual Variance
Post Office Network I 2045 2203 158 216 116 -100 503 498 5 () 174 174 2764 = =2991 227
Variance comments:
© Please note that all ‘plan’ numbers are taken from the SCS manpower plan baseline (approved in February 2000), and are reflected in the Template
Management Database (TMD).
© Transitional staff reduced by 99 this month, ic. from 273 (period 12 1999/2000) to 174 this period. Additional reductions are planned throughout this
year (in the context of some forecast additions) in order to achieve the overall target reduction.
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© Interim posts have decreased by 100 since baseline, mostly attributable to changes this period, ie. interim helpline staff have decreased by 22, and 79
interim TP staff have changed status (21 transfered from PON to POSG; 58 roles became templated roles in PON). There has been a small increase in
interim stores roles (ie. +3).
The variance of +158 templated roles can be explained largely by a number of agreed additions to PON template since the baseline figure was agreed in
February 2000, eg. the 58 TP roles described above, as well as 30 Horizon cluster support roles.
Customer Goal
. No Quarter 1 figures available for Customer goal Measures at time of publishing
. Vital few Measures - Not available
Planned Performance Full year Target target Traffic Light Status
Performance Indicators Previous Year Qi Q Q
Results
(01/04/00)
I. Customer Satisfaction Tracking Index B.0 B
2. Customer Loyalty Measures & target to be
- Propensity to repurchase developed
- Share of Purse % (Personal) Be 74.6
- Share of Purse % (Business) ~ 126
- % very satisfied 63
3. MFU Satisfaction Index - (to be developed) I Perceived as Measures & Targets to be
poor Developed
4. Conformance to Standards:
Mystery Shopper Q of S (proxy) 93.8 95.0
Mystery Shopper Index (proxy) 38.6 Under development
Mystery Shopper CSI 90.5 91.0
Percentage Correctness 76.1 77.0
QPA 57.4
5. Supplier Performance - ICL Pathway Perceived as Measures & Targets to be
Measures being scoped include: poor Developed
- Service Failures
- Achievement of key deliverables/ milestones
- Perception index
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Shareholder Scorecard
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Performance Indicators 1* Quarter Planned Actual Performance (£m) Full year target (£m) Traffic Light status
Performance(period 1) (£m)
Cost recovery(prime Costs) 91.21 813 980
Contribution - Measure
driven by Trading Model
Data unavailable
Data unavailable
Baseline +n
¢ Vital Few measures - 1 Green, 2 Amber
© numbers reported are Period 1 budget and actuals, Prime costs and no Inter-business charges.
© Budget Includes £4m development(assessed) but there has been little spend this month.
Actuals Include £3m costs of Recoverable VAT which were no re-accrual. These were expected to be transferred to group.
© We have been advised of other omissions and there are misplacements in the accounts arising from mis coding by [A2000. We are in the process of
quantifying these to advise group finance to resolve.
© It was not unusual for POCL to underspend in the early couple of months whilst budgets bedded in. More in depth analysis needs to be conducted to
establish how much is available to offset budget gap, if any.
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Risks and Opportunities
£m.
Current budget gap (Ls)
Period 1 weighted risks and opps. (04)
Current total risk (11.9)
ABB reduction opportunity advised
by Keith Falconer 4.0
Latest View (79)
Comments
© There was a further £ 8.5 m. of weighted risk identified for which a budget is held centrally.
© The £ 0.4m. weighted risk disguises a total risk of (£ 14 m.) with opportunities of £ 13.1 m. (details on attached sheet )
* Anapproach to managing theses risks needs to be d
-d and agreed at PONEC
¢ Initial recommendation is that finance review cach item with directorates to :
1. Clarify the issue.
2. Test weighting.
3. Check with budget or ABB process for potential double counting.
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