POL00446681
POL00446681
Engagement
Survey
POL00446681
PoLo0446681
High level themes
The following themes have been identified from the overall survey as key priorities for the next 12 months:
1
2
3
4
5
The view beyond 2025:
Colleagues are asking for a refreshed
strategic direction and for it to
be communicated effectively.
The research suggests that
the strain experienced by
more senior Post Office
colleagues can be linked
to their exposure to p
and bureaucracy.
ics
Focusing on their experiences of
governance, and how their roles are
crafted may help reduce the strain
that they perceive they are under.
Poor communication is
driving a lack of confidence
in Post O1 -e and senior
management from our
colleagues.
This is directly impacting their sense
of pride and belief in Post Office.
This appears to be exacerbated
at present because Post Office's
communications are driven, and
controlled, by the external narrative.
Ata time when
communications are
critical, our colleagues have
highlighted that they don't
think we are getting it right.
This is unlikely to be helped by our
communications team being the least
engaged team within Post Office.
Colleagues with diverse
characteristics continue to
havea
experience of working at
Post Office.
This is particularly the case for
disabled colleagues, senior women
and senior ethnic minority colleagues
who want to progress.
POL00446681
POL00446681
3,120 swret DO% seme QIN SBA See page 14
i
colleagues participated in the 2024 annual survey, of colleagues see improving internal communications as the key feel confident that they can support Postmasters’
‘The response count was +50pts higher than the In fact, communications is one of the key areas for the Post This positivity grows exponentially when colleagues
previous annual survey held in 2022, capturing Office to work on, full stop. Page 15 highlights how only 46% feel positive on how their role contributes to
an additional +1,891 colleague voices. of colleagues agree that internal communications provided are I Q Q O Post Office's overall strategy, growing to 81%.
say. Optimistically, Band 4s are +1 1pts more positive for how
communications empower two-way conversations than they
were in 2023, signalling positive change in direction.
‘Overall engagement index has dipped ‘There is an equal split in colleague sentiment for
-11pts, compared to both 2023 and 2022 ‘See pages 9 and 10 feeling confident in the senior leadership - with See page 15
surveys, to 57%, with motivation, advocacy,
belonging, and pride all declining.
57%
Biggest decreases in overall engagement.
were experienced by PI, Remediation and.
CABC at divisional level, and by Band 4's
and Middle Management at grade level
Restoring a sense
of pride, to work at
the Post Office, is of
Paramount importance.
Pride
47% 222
See page 6
See pages
7,8and9
Pride has seen the biggest decline by comparison, with less than 1 in 2
colleagues feeling proud to work at POL, -22pts less than in 2023.
The shift in negativity has been acutely felt by senior grades, Band 4 and SLP,
with both cohorts having negative sentiment 3x higher than in 2023,
‘To most positively impact on restoring a sense of pride, POL must focus
‘on ensuring that all colleagues have confidence in the senior leadership,
and that most of the systems and processes support their people to work effectively.
plan to stay working at POL for 5+ years
Conversely, only 8% are looking to leave within the next 12 months
and a further 14% in the next 1 to 2 years. Alarmingly, intent to leave
within the next 2 years has risen +15pts for Band 4s to 46%.
Interestingly, the reasons why these employees are looking to exit the business has
shifted since the 2022 annual survey, with +7pts more employees citing a lack of
confidence in POL's future, or concems around the current culture. This is interesting
as concerns over the organisational culture have displaced worries over remuneration,
with -12pts less colleagues citing pay or reward as an attrition driver versus 2022
3in5S
feel positively that prohibitive barriers are removed
—a major improvement to both 2022, +17pts, and 2023
‘Technology and bureaucracy are still the two leading
barriers experienced, both at 42% selected, yet have
declined -17pts and -8pts respectively since 2022,
In there place, not having enough communication
has increased +4pts and a difficult workplace
environment by +7pts.
oe)
VZZ.
PS
See page 13
35% feeling positive, and 32% negative.
This is an opportunity area given how intrinsic the role
of confidence is in the overall employee experience (see
page 7). However, there is a cohort of the population
‘who responded positively to each of the four key drivers
of confidence in senior leadership ~ 31% of S&T, 28%
of CFO and 26% of Technology colleagues ~ and the
opportunity is to deep-dive into these groups and
understand how confidence has formed and how they
can become ambassadors across the wider business.
Opportunities exist to improve the experience of
under-represented demographics, but this should be
balanced by many reasons to celebrate ED&l results.
See pages 22-27
17% of colleagues — the second highest - felt that senior leaders could
do no more than they are currently doing to deliver on Post Office's ED&l goals.
A result corroborated by 3 in 5 colleagues of an ethnic minority background
feeling Post Office provides equal opportunities for all. However, the
flip side is that disabled colleagues still require focus to help improve
their expression of true identity in the workplace, and a worrying trend
‘of between 1 in 4 and 1 in 3 female colleagues across Band 4 and SLP
‘experiencing unwelcome comments or conduct while at work
POL00446681
PoLo0446681
Methodology
Total responses
Responses by Grade Responses by function
Response rate
2 86%
tot ot to sot
mi PO/ Admin 7a1 2a" mi Retail 2.176 70%
Middle Management® 796 26* ome 261 2e*
v en Band 38 318 10 Supply Chain 556 18°
+ Most questions asked colleagues to express —_ se = se a ase =
their agreement on a scale of 1 (‘strongly 5
disagree’) to 5 (‘strongly agree’). Reported ‘SuP LJ bE Other — Field _ al
percentages represent the proportion lm@ RemCo 6 oO Technology 251 ca
responding positively (‘strongly agree’ or ‘agree’). IH No grade data available 989 326 micro 158 5°
* All comparisons are calculated using I MESS) = ey
unrounded data, meaning figures may differ * Middle Management includes grades 7 People 88 *
by +-1pt to unrounded comparisons. Middle Management includes grades 2A, 28 and 3B. © Remediation 84 3°
* Proportions of Positive, Neutral and Negative Using this report GEES @nnye oi Aerie? SER TIE MHS) 80 2°
may not sum to also due to rounding Payzone
net sum to 100, aso ee to rounding «In March 2024, Post Ofce undertook a colleague survey to assess its Dern —_. ss ae
areas of strengths and identify areas where improvement was required. rateay attilrensfomesion fot)
Public Inquiry (PH 34 *
«This report highlights the key insights and trends emerging i CORSE aoe rd Conmmraeweore (CAE = =
from this data at an overall Post Office level.
‘= To provide further context, the report includes comparisons ~ where available
‘against a UK average. This benchmark provides clarity on how other
‘organisations (from all sectors but operating in the UK market) are performing.
It helps to define which trends are being felt in the wider workforce
POL00446681
PoLo0446681
Executive summary
1
Motivation remains high but colleagues
are less proud than ever before
* Three in four colleagues are motivated to
do the best job they can, but only one in
two feel proud to work at the Post Office,
25pts lower than 2022's annual survey.
* Analysis shows that rather than colleagues
becoming more neutral, the drop in pride is
due to a direct shift to negativity (+17pts, see
page 6). This indicates an emotive response,
likely due to external pressures, rather than
a sustained decline in sentiment over time.
© Key fact
=22pt
decline in pride
since 2023
What you should consider
* Addressing concerns at senior levels — related
to strain, work-life balance and the culture
~is crucial to ensure these colleagues can
role-model and cascade positive experience
to maintain motivation and boost pride.
2
Improving Senior Leader confidence
is crucial to boost overall sentiment
* Confidence in Senior Leadership ~ a key
driver of pride, advocacy and belonging -
lags 34pts behind the UK norm at just 35%.
Analysis shows that leading by example,
communicating a motivating vision of the
future and communicating openly and
honestly are essential to confidence.
Relatedly, one in four colleagues say internal
communications need to focus more on
building trust and confidence in Post Office
overall, more frequently selected by those with
lower confidence in Senior Leadership.
are confident in Senior
Leadership (-4pts
vs. 2022)
What you should consider
+ Encourage Senior Leadership to adopt a more
open, honest and authentic tone to help build
trust among colleagues and reinvigorate
life behind the 2025 strategic priorities.
Work-life balance area for focus,
particularly for Band 4 and SLP colleagues
# Overall, three in five colleagues feel able
to balance their work and personal life,
in line with 2022. However, this masks
a significant decrease among Band 4
and SLP colleagues (-14pts to 46%
and -18pts to 42% respectively).
These colleagues are more likely to experience
barriers relating to resources and a difficult
work environment than in 2022, reflecting their
experience of a bureaucratic, political
and inefficient culture (see page 17).
© key tact
decline in work-life
1 4- 1 gpt balance among Band 4
and SLP colleagues
4
Pockets of opportunities across
demographics to improve overall ED&l
* Post Office report a generally equitable
experience across the organisation,
with 16% reporting no suggestions on
how to improve in the ED&l space.
« However, there are areas in need of
improvement, including senior leadership
diversity (see page 25), inclusion for colleagues
with a disability (see page 21) and addressing
equal career progression opportunities for
colleagues from an ethnic minority
background (see page 22)
© Key fact
13”
say colleagues need to be
treated fairly and equally
to deliver ED&l goals
What you should consider
« Investigate specific resource and process
changes needed among senior grades to
alleviate both the direct and indirect impact this
has on work-life balance across the business.
What you should consider
* Encourage open and honest communications
from the top down around ED&l concerns:
to ensure all colleagues are aware of
available opportunities and measures in
place to meet Post Office’s ED&l goals.
POL00446681
PoLo0446681
Overall drop in Engagement Index,
but motivation remains above UK norm
Large drops in pride and recommending Post O}
Key fact Engagement Index motivation holds high above UK norm
™ vs vs. vs
t Key: m Positive © Neutral m Negative 2023 2022 UKNorm
1 1 p 1am motivated to
ae or
can at Post Office
e as a place to work,
drop in Engagement Index since 2023,
9
a “2 ren ote aa Es - ~ Ee
Post Office as a @9 616
What you should know @11/011 _ 5 great place to work
‘+ The Engagement Index sits at 579% ve. 2023 Ie. 2022
following a decline driven by particularly @10 I feel a strong
thorp alsin pride and sebococy (2296 ome sense of belonging — ——™ @9 ©22
and -11pts vs. 2023, respectively) to Post Office
«+ Sense of belonging and motivation
have also fallen but the latter remains I feel proud to work "
relatively strong at 73%, leading the UK for Peat Office a7™ @25 ©31
norm by 12pts and indicating colleagues
want to do their best at Post Office. Decrease in engagement By grade
+ Engagement broadly falls as seniority since 2023 vs.2022 Key:@ 2024 ©2023
increases, though rises slightly after fe
Band 4, the lowest-scoring grade ll @2
‘ cro en2
What you should consider 6s* 6s*
«Key diver aati on page 6 suggests a sy
their best, they ae finding it hard to do z roone ET NA 3
so due to cultural and practical factors. z - z
Sh Retail 87* 09 g
«+ The high proportion of neutral responses 4 3
scons four engagement metic i Remediation ez
highlights areas for focus and an opportunity 3 3
toreverse the decines seen his year : wcas — ew =
a People I______. en f
a POIAdmin Wide ——‘Band3A «Band —~SSLP
cage @24 Management
POL00446681
PoLo0446681
Pride sees significant drop since 2023,
with a shift to more negative sentiment
Pride sees significant drop since 2023 Biggest shift in pride seen from positive to negative
I feel proud to work for Post Office Key: @ Positive » Neutral m Negative
10,
27” 72 en ——., — Ei
do not feel proud to work for Post Office as
3 +5
Key fact
I
What you should know -22
‘+ Just 47% feel proud to work for Post Office,
down 22pts since 2023. Analysis shows
‘that rather than colleagues becoming
more neutral, the drop in pride is due to a
direct shift to negativity (+17pts to 27%). 2022 2023 2024 2023 2024
'* This increase in negativity is particularly
prominent among senior grades. New shift in pride negativity for colleagues in less senior posi
45% of SLPs and 48% of Band
4s are negative compared to 15% Key: @ 2024 @ 2023 » 2022
and 16% respectively in 2023, 4s" _
-22
Proportion (96)
What you should consider
‘+ High levels of negativity among
SLPs are a cause for concer, as key 30%
driver analysis on page 6 shows that
confidence in senior leadership is crucial
for pride, advocacy and belonging,
This sentiment is reflected throughout
the report in higher levels of strain, lower
work-life balance and less positive culture
experience, all of which need addressing
0 senior colleagues can role-model
and cascade positive experience.
16"
Negativity (proportion %)
PO/Admin Middle Management Band 3A Band 4 sP
m 741 796 318 208 62
POL00446681
PoLo0446681
Engagement driven chiefly by culture factors, although
career development and enablement are also important
What you should know
* There are five key drivers of all four
aspects of engagement: consistent
business practice, ability to achieve career
objectives, demonstrating Ways of Working,
investing in people and work-life balance.
Each area of engagement also has
its own drivers, For example, to
increase pride, progress needs to be
made in building confidence in senior
leadership and improving processes
to support effective working
What you should consider
« Itis important that senior leaders set an.
example and exhibit Ways of Working
while clearly communicating the vision to
boost overall confidence (see page 13).
‘* Belief that opinions are valued is a key driver
of advocacy, belonging and motivation.
This relates to findings on page 16,
which reflect colleagues’ desire for more
‘two-way communication and evidence
that leaders are listening to them.
Drivers of all four aspects
of engagement
The way Post Office
does business is
always consistent
with our purpose,
strategy and values
I feel able to achieve
my career objectives
at Post Office
I see the Ways of
Working being
demonstrated
every day
Post Office is
work and personal
in a way that
works for me
Drivers of pride,
advocacy and Driver of advocacy
belongin:
DA) = = Where I work, when.
=~ ¢ mistakes happen
Lagden parol ~ ; they are treated as
je senior Leadersht 1 an opportunity to
of Post Offics \ learn rather than an
opportunity to blame
Most of the systems Pride Wy) Advocacy
and processes support nd
us getting our work
done effectively
& Motivation
Driver of advocacy,
Driver of belonging U belonging and
and motivation im motivation
--
When I speak up at work
At Post Office, how we ‘my opinion is valued
do things is as important
‘as what we do
POL00446681
PoLo0446681
Attrition remains stable, although more plan to leave
due to concerns over Post Office’s future and culture
How long do you plan to stay at Post Office?
Kae Key: mUnder a year = 1-2 years » 3-5 years m5+ years
" 21% 8%
plan to leave due to lack of future
confidence (+7pts vs. 2022)
@2
5.2022 vs 2022 vs 2022 vs.2022
What you should know
«Intent to stay for + years is particularly More plan to leave due to concerns over Post Office's future and culture compared to 2023, 115 (18%)
high at 58%, up 2pts since 2022. while fewer cite to reward concerns as a reason to leave
However, coupled with decreasing
scores, this suggests colleagues plan to
stay despite feeling disenfranchised
‘Other’ comments
42%
«Those who plan to lave within the next
2 years mainly cite lack of confidence
inPost Office futur, reflecting the
to overall drivers of engagement.
of comments
discussed redundancy,
site closures or
restructuring, with
mixed sentiment
towards the changes
17%
mentioned retiring,
12% mentioned
nearing the end of their
contract, and 11%
mentioned issues with
senior management
and public events
13%
dente! I Concams, I Management Tack ofeareerI tdontfee! I lamnot paid I I wentto tto I Lackof work: I Slow and I Lackofjob I Hard'to get
condertin I aberetost I Yieacersup: I ‘prowesdon’ I recopucat I ‘“enosiht I ratweeary I getaifernt I Wessance I ‘comix I ‘Secuty” I thngeasne
Post Ofhce's office's cultureI ‘behaviours I opportunites I "Tvaived/ I rewarded well Sxperiences processes
What you should consider
‘+ Other comments referred to organisational
changes including redundancies, site
closures or restructuring as reasons to
leave Post Office, further highlighting
the need to clearly define a vision of the
future that considers colleague input.
Proportion selected (%)
‘+ Addressing these concems is also crucial
to counter public opinion that is impacting
both attraction and retention of colleagues. fre appredated compared ‘elsewhere gsetthag
externally
vs. 2022
o7 07 @1 @4 @4 012 61 @0 @2 es @3 oes
POL00446681
PoLo0446681
Attrition increases with seniority
Cones Intent to leave within the next 2 years increases with seniority at Post Office
47”
of SLP colleagues plan to leave
within the next 2 years
a es*
What you should know
«+ Intent to leave Post Office increases with
in 2022. Band 4 and SLP colleagues are -t8pt90p
the most likely to plan to leave within the
next 2 years, their scores now in line.
Sentiment has shifted since 2022, with
all grades more likely to plan to leave hs
within the next 2 years except for PO/ a
‘Admin (-3pts) and SLP (-18pts)
What you should consider
‘+ Deep dive into why senior colleagues are
‘more likely to leave. Might the reasons
they cite be experienced less widely in
junior roles, explaining lower scores for
PO/Admin and Middle management,
or do reasons differ entirely?
Colleagues at Band 4 and SLP are more likely to
intend to leave within the next 2 years (proportion 9)
14% 14%
leave due to concerns over Post Office's culture
and future ~ reasons which have seen an 11-20pt
increase across these two bands vs. 2022.
POIAdmin Middle Management Band 3A Band 4 LP
n= 741 796 318 208 62
10
POL00446681
PoLo0446681
Wellbeing metrics highlight concern for senior colleagues
SLP have felt under constant strain in the
past few months (+47pts vs. PO/Admin)
What you should know
+ Perceptions of strain have dropped Spt
since 2022, driven by a decline at PO/
Admin level. However, around half of
colleagues still say they have experienced
constant strain in the past few months,
particularly at Band 4 and SLP level.
62% feel able to manage their work-life
balance, unchanged since 2022. However,
this overall score masks a significant
decrease among Band 4 and SLP
colleagues, again highlighting particular
pressures at more senior grades.
What you should consider
‘+ Despite the decrease, more needs to be
done to reduce levels of strain across
Post Office. Review insights on page 11
to identify specific areas where strain
can be alleviated across grades.
‘+ To make Post Office a better place to
work, the top ask is to improve internal
communications (see page 19). This
could also prove valuable in managing
strain by providing open channels,
for colleagues to raise concerns.
Strain has decreased
since 2022...
In the past few months, I've felt
under constant strain at work
e46”
Confirm
@1/ @5 25%
vs. 2023 I ve. 2022 Neutral
e@29”
Contradict
..while work-life balance
remains unchanged
In the current environment,
I feel able to balance my work
and personal life in a way that
works for me
e62”
Positive
19%
Neutral
e19%
Negative
Decrease in strain seen at PO/Admin level, while senior colleagues’ strain increased since 2023
Key: @ 2024 @ 2023
Proportion of colleagues under strain (%)
PO/Admin Middle Management Band 3A Band 4 sip
Positivity on work-life balance decreased for senior grades since 2022
In the current environment, I feel able to balance my work and personal
life in a way that works for me
Key: @ 2024 @ 2022
66% 65*
Positivty (96)
POIAdmin Middle Management Band 3A Band 4 SUP
11
POL00446681
PoLo0446681
Workload and staffing level issues are driving strain
Key fact
3 Oo”
of colleagues under strain cite
excessive workloads as a barrier
(+24pts vs. non-strained colleagues)
What you should know
‘* Overall, colleagues under strain are much
more likely to cite workload, understaffing,
conflicting priorities and a difficult
working environment as barriers,
‘+ Analysis of barriers across grades paints a
changing picture of strain vs. 2022. While
junior colleagues are significantly less likely
than in 2022 to cite a lack of resources
(-14pts), the inverse is true for SLP (+21pts)
What you should consider
‘+ Further investigation is needed to
identify specific resources or process
changes needed among senior grades
to alleviate the impact of low resource
where restrictions are necessary.
‘* Colleagues across all grades are more
likely to say a difficult working environment
contributes to strain than in 2022. Steps
must be taken to address misalignment
between the desired culture and
behaviours exhibited in Post Office.
Colleagues under strain select workload, human resource, change and difficult
working environments as barriers much more than colleagues not under strain
Key: m Not under strain m™ Under strain
was third in importance to strain in 2022 but
appears less key inthis year's data, suggesting
Proportion selected (9)
My werkloed is too high
There aren't enough colleagues
RESET EC
There's a fat working
environment at Post Office
ee
Poa Spt gap ——>
I don't have the resources I need
Barriers which have the highest impact on strain have decreased
for junior colleagues, but increased for senior colleagues since 2022
Key: m My workload is too high
tal don't have the resources I need
m= There's a difficult working environment at Post Office
= Priorities are conflicting / change regularly
te
a m4 I
a ° a
POIAdmin Middle Management Band 3A Band 4 sup
[=]
+2
_ =
L-- I
Proportion selected (96) vs. 2022
12
POL00446681
PoLo0446681
Technology remains the main barrier,
Key fact Barriers posi ity sees a major uplift Largest barriers see the most improvement
since 2022, particularly for Pl and
1 7et PO/Admin Proportion selected (%) vs 2022
barriers at work vs. 2022 my job well
e59” @12
What you should know ion vs. 2023
barriers at work are managed 24% pnZ
improvement is reflected across most There aren't enough colleagues 32% 6
functions, with just S&T, Remediation e17”%
‘* Technology, IT systems, bureaucracy There isn't enough communication o4
. PO/Admin 64" 19
What you should consider re
Middle Management 57° @15 M ‘kload is too high 21%
+ Thre ae bana ight itn colleague = oe ly workload is too high es
honest communications (see page 19) eieraent at PREC ORES o7
understand the reasoning behind the eal eo 20)
significant neutral population (24%) plecinciogy) Ea 15 (canine oe o4
over what constitutes a ‘major’ Payzone 56" @15
barrier, matietironiral the work eameaal 53* 10 I don't have access to the training I need @1
Remediation 4a" eo Y 2 ce o1
LCAS. 40” @10
CA&C s™ @6
13
POL00446681
PoLo0446681
Strategy understanding is key to unlocking confidence
in supporting Postmasters to deliver for customers
Key fact
55°*
gap in confidence supporting Postmasters
when positive on strategy vs. negative
What you should know
‘* Almost two thirds of colleagues are
confident in supporting Postmasters and
Partners to deliver for customers, though
almost three in ten are neutral. This varies
significantly across functions, from 80%
positivity in S&T to just 47% in Pl.
* Analysis highlights the importance
of strategy understanding in building
confidence to support Postmasters.
81% who are positive on the strategy
feel confident compared to just 26%
whe lack strategy understanding,
What you should consider
High neutrality on supporting Postmasters
and Partners presents an opportunity to
drive higher positivity. Investigate why
neutral colleagues take this view — is it a
lack of awareness on how they can support
Postmasters, or is something else at play?
Explore what resources senior
leadership might need to help drive
greater awareness of the strategy.
Large neutral population towards confidence in
supporting Postmasters and delivering for customers
I feel confident that I can support Postmasters’
and Partners to deliver for our customers.
@ e64”
Agree
27”
Neutral
e9”%
Disagree
Colleagues who are positive on strategy understanding report stronger
confidence in supporting Postmasters to deliver for customers
I feel confident that I can support Postmasters’ and Partners
to deliver for our customers
34% 81%
Negative on ‘I understand how my —_Neutralon ‘understand how Positive on ‘I understand how my
role contributes to Post Office's my role contributes to Post role contributes to Post Office's
overall strategy’ Office's overall strategy’ overall strategy’
By function
Key: mPositive » Neutral
z
I
z
sa
Proportion selected (%6)
Commercial CFO LCAS Technology CABC——Payzone
No fe o> Me Wk Ae fo Be fo
a Be Be Be Bie Eis io Ein Ko
v
By grade
Key: mPositive Neutral
s fe: B
k Wi A
a &- §
z
z 2B § z s —e
© Si g io) © Ro
ti é N a Bie
Remecdatin Reta. «People. PO/Admin I Middle Gand3A Band SIP
Management
POL00446681
POL00446681
Key fact Confidence in senior leaders Top four drivers of colleague confidence in Senior Leadership
° decreased since 2023
leadership of Post Office
Cneni aioli tp oe Senior Leaders Lead by Example and 38° @6 e2 e31
e35* behave in line with our Ways of Working
— priced ve. 2023
What you should know ° o4 The senior leadership have communicated
« Confidence in senior leadership —a key -34 B3% = 20 © © arision for 2025 and strategic prirties, © 32% = N/A @12 30
driver of pride ~ has fallen 5pts since 2023 vs, UK Norm Neutral for Post Office that motivates me
to just 35%, 34pts below the UK norm, 32%
Colleagues report particularly low belief e ‘Communications provided by Post o
that leaders lead by example, communicate peal [3] Gemmuniction provided by 46 04 NA e015
openly and honestly and communicate
a motivating vision for the future.
‘+ Concerningly, one in four colleagues [4] new Harpe piel fo Post 6a” N/A @6 20
responded neutrally or negatively on all
four drivers of leader confidence. These
colleagues are more likely to be found in
Retail, Supply Chain and Remediation. The number of colleagues who responded
negatively / neutrally to all 4 key drivers of
confidence in Senior Leadership is highest in:
The number of colleagues who responded
positively to all 4 key drivers of confidence
in Senior Leadership is highest in:
What you should consider
‘+ Colleagues with low confidence in leaders
are more likely to ask them to build trust %
and demonstrate listening (see page 16). 34
31%
of colleagues in S&T
from a local perspective to identify areas fo ——
where tailored messaging would be % of Post Office colleagues iis
more impactful to bolster percaptions 33) r responded negatively 28
of honesty and transparency. of colleagues in Supply Chain neutrally to all four key of colleagues in CFO
—_ ——_
senior leadership leadership
24% 26”
of colleagues in Remediation of colleagues in Technology
15
POL00446681
PoLo0446681
Perceptions of communications
improve considerably at senior levels
Key fact
10°
uplift in open and honest
‘communications among SLP
What you should know
‘+ Overall, ess than half of colleagues feel
communications are open and honest
(46%) or that they allow them to have
their say (48%). Both of these metrics
have declined since 2023 and the
former lags the UK norm by 15pts.
‘+ While more senior colleagues report
relatively high and improving views on
openness and honesty as well as two-
way communications, the opposite
is true for those at lower grades,
What you should consider
‘= Investigate what is driving the
perception gap across grades and
consider why positivity among more
senior levels is failing to cascade.
‘+ Focus on facilitating genuine two-way
communication channels to improve trust
in leaders and provide an opportunity
to consistently demonstrate behaviours
linked to Ways of Working,
Communications metrics see
a slight decrease since 2023
Communications provided by
Post Office are open and honest
e46” O15
oe v2 UKRom
4
33% = e202
Neutral
@21%
Disagree
Internal communications provide two-way
's for colleagues to have their say
eas”
Agree
33%
Neutral
@19%
Disagree
vs. 2023,
Feeling that communications are open and honest has
improved at senior levels, but dropped at PO/Admin
Communicati.
Ns provided by Post Office are open and honest
Key: ©2024
©2023,
z
RB os2
4 -6pt gop,
i 46" Fe
é
PO/Admin Middle Management Band 3A Band 4 su
Feeling that communications are two-way
sees considerable improvement at Band 4
Internal communications provide two-way opportunities
for colleagues to have their say
Key: © 2024
©2023
60° 61%
z
3 53%
G s0%e— +iptsap
g 47%
5
3 45°
PO/Admin Midale Management Band 3A Band 4 sup
16
POL00446681
Building trust, engaging in conversations and
listening to colleagues is key to improving comms
lower confidence in senior leadership
1 in 4
colleagues want more commut
to build trust and confidence in
Post Office as an organisation
What you should know
«Colleagues want leader communications
to do more to build trust and confidence
in Post Office as an organisation,
This is a particularly acute desire
for those in CAC and CFO.
* Other top-priority requests relate to two-way
communications that allow colleagues to
discuss issues with leaders and for leaders
to demonstrate that they are listening.
What you should consider
‘+ Review communication channels to identity
opportunities that enable colleague feedback. 25% 18° 77"
zg
i
g
« itis important that this feedback is Dulng ust Leaders I Newinformaton I information that I Makingme feel I Providing the I Providing the I Making me fe! I Making mefee!_I Information tat
{tis important that this feedback ardeonidunce I communtstons I demerseatog I Onwtstr goin I "‘heerme co unsertandng pide where wrk =r Ease, I like fean be. I part ot something helpameta
considered and openly acted upon as belief inPost Offeeas I vherecoleaguesI that tey are’ Ioninthe busines I myfobbetter I oft orice seintatview I “afew ayseltatwore I bigger ‘omy team
that opinions are valued is a key driver Sie calaaaaai Ria mrt ial = ststeay
of advocacy, belonging and motivation. leaders
Continued low scores risk a sense of
futility in driving perceptions of comms. ieee
Topic is nota priority in
ser People cauc Pani Peoote SALGSHT.—Remaation
17
POL00446681
PoLo0446681
Culture varies significantly across grades
What you should know
* Those at PO/Admin level see a primarily
friendly, supportive culture defined by
continuous improvement, work-life balance,
respect and learning from mistakes.
‘* Among Middle Management and Band
3A, the experience is also friendly
and supportive, but political and
bureaucratic elements feature more
prominently than work-life balance,
‘* As seniority progresses to Band 4 and
SLP level, bureaucracy and politics
become defining features of the
culture, in addition to aversion to risk,
inefficiency and demoralisation
What you should consider
‘* These findings add weight to senior
colleagues’ consistently lower scores
and suggest a need for an ingrained
culture shift to address concerns.
‘+ Acting on this feedback is of utmost
importance to rebuild leader trust and
prevent negative culture perceptions
from cascading throughout Post Office.
Top selected culture words become more negative as seniority rises, particularly
for behaviours with a higher negative impact on engagement
Top six culture words for each grade grouping
PO/Admin Middle Management
(n= 741) and Band 3A
(n= 1,114)
Friendly
at
Supportive
soe
Politic \ a
31%
aucrati¢
29%
Healthy
mistake
26%
Band 4 and SLP
70)
Low engagement
‘when selected
Political
45%
inefficient
36”
18
POL00446681
PoLo0446681
Majority of manager behaviours seen
to be performed better across Post Office
Key fact How can your line manager help you be at your best in the current situation?
Key: m My manager already does this well = My manager could do this a little more Pe raree en
7pt tm My manager could do this a lot more = Not applicable / Prefer not to say air eaeoz7
uplift in belief that managers help
colleagues prioritise work oe Help support my career 6 I_I
development SE 63 th th
ese three
manager
What you should know Hoorn. so
“cepted © emesis my wae eo Bowes
many of the behaviours they need already, influencers of
particularly around regular check-ins wider metrics
and demonstrating care for wellbeing. in 2022
* Help with cross-team collaboration and Help me / my team to collaborate e3 Lo
‘supporting colleagues’ career development with teams across the business
improve, but have seen progress on 2022.
ee Listen and act on 3
What you should consider my feedback
+ How can you bolster positive momentum
around career development and
managing workloads (two factors Ask team members 2
which impact overall engagement)? for their opinions
* Consider what lessons can be learnt
from managers who are listening
and acting on colleague feedback
and applied to senior levels to help Care about my wellbeing / 61
boost confidence in senior leaders. empathise with concerns
Have regular oO
check-ins with me
19
POL00446681
Improving communications is key to making
Post Office a better place to work
Key fact Finally, what one thing would you improve to make Post Office a better place to work? n= 1,394
2 9” 29”
a better place to work
Subtheme of
“Improve internal
Genunicger this topic more
in
Colleagues r
What you should know
+ Internal communications appeared as the Colle raise this PI
major theme when colleagues were asked ic more in.
what they would improve about Post Office.
Not only did 29% mention improving internal
comms overall, but a further 14% said
communications need to be more honest and
‘transparent, reflecting insight from page 16.
Remediation
Other themes included improving
pay and benefits (15%), improving
training and progression opportunities
(13%), and streamlining processes
and reducing bureaucracy (12%). 9”
What you should consider mments about the
1 5% Horizon scandal
‘+ Place initial focus on improving the
transparency of intemal communications.
Colleagues respond to authenticity, and
Improve pay and benefits
improvements in this area are a solid Pies)
start to rebuilding trust in senior leaders .
itis important to avoid ‘sugereoating' of Colleagues raise this Other themes included:
holding back information, particularly when topic more in.
the external narrative is so negative 7 j Improve technology and IT 3%
I would like more support from managers 8%
Payzone
~ Improve collaboration / reduce silos 7™
Treat all colleagues fairly and equally ™
More recognition / praise for colleagues 6”
20
Diversity
& Inclusion
POL00446681
PoLoo4as6et
Cones Disabled colleagues respond more negatively to inclusion metrics
2 lleagues © Non-disabled colleagues
CYA Key: @ Disabled col
isable
Posen ieaeen mee eee on Heel lke I can be my full self at work without the need Pieabled co
jesoiaielencrl Reon NT paneer ital TT , gu
cultural, spiritual or emotional self at work score 16pts
higher on being
I believe my views are genuinely listened — a victim of an
What you should know Peers dab Ast 20 > unwelcome
+ Colleagues with a disability are less comment or
likely to feel they can be ther full selves conduct at Post
at work (-1Bpts}, to feel their views are a
are generally heard (-14pts) and to a Office that
feel included in ther team (-12pts) feltoffensive,
+ Colleagues with a disabiity are also embarassing
more likely to experience barriers When I speak up at work my opinion is valued (ss") Alpe om —@ or hurtful.
around difficult working environments
and lack of manager support.
What you should consider The average score across all inclusion metrics Colleagues with a disability are more likely to experience
is lowest for those with physical disabilities the following as barriers or needs from their managers
Th Jear need f 4
«Theres a clear need for managers to do
(hore te geruisaly Rotor to aetioeton Key: mDisabled colleagues» Non-disabled colleagues
feedback from colleagues with a disability
jeeps -nenp olen 5 Barriers experienced Support wanted from managers
conversations with all colleagues to better g
understand their individual needs and é Higher at
develop wellbeing plans to support them rs z lower serlrtes
H zg
H Hy
§ 3
Z 5
Desteavee longndng Naagrene Manaleath Speier Pye 2
Rtoueheatng neseorheath — “conetons impart or A
imparment"coniton nouvenes =F Be eR —
n Ther'saditidt My manager Lend Ustanandacton Care = ny Have regular
23 tes 7” 140 a 50 wong nae "Y Sapte iviceduce” welagfempmbise eneeina tne
22
POL00446681
PoLo0446681
Perceptions of career progression
vary across ethnicity groups
colleagues from an ethnic minority
background feel Post Office provides
‘equal opportunities (-9pts vs. white)
What you should know
+ Colleagues from an ethnic minority
background are less positive than average
on diversity, especially when it comes to
career development (-9pts). This positivity
gap increases in higher grades, from 14pts
in PO/Admin to 24pts in Band 4 and SLP.
+ Positivity is also lower around diverse
representation across all levels of Post
Office {-Bpts) and belief that Post Office
is a diverse organisation (-7pts).
What you should consider
‘+ Review recruitment processes,
particularly at higher grades, and related
‘communication to ensure all colleagues
are aware of available opportunities.
Colleagues from an ethnic minority
background are more likely to cite pay/
reward and lack of career progression as
reasons to leave Post Office, highlighting
clear areas for focus to avoid attrition,
Ethnic minority colleagues are less positive on diversity
metrics, particularly those relating to career development
and diversity across organisational levels
Key: m Ethnic minority = White Positivity (%)
Postoffce has vere representation EE SI
of backgrounds and identities across
all levels in the organisation 8pt gap ——>
Post Office provides opportunities
for people from diverse backgrounds
to thrive and succeed
75"
Post Office is a diverse
organisation to work in Teta —>
Ethnic minority colleagues are less positive
about career opportunities as seniority rises
Post Office provides opportunities for people
from diverse backgrounds to thrive and succeed
Key: @ Ethnic minority
Ethnic minority colleagues are also more
Tkely than white colleagues to want career
Swhite _ eho tn thet menage oo pace
68” 70°
— 2Atsee
2utsoe
5a*
z LE 45%
z
:
PovAdmin Middle Management Band 4 and SLP
snd Band 38
Black African, Caribbean or Black British and
Mixed or Multiple ethnic background colleagues
are least positive about career opportunities
Post Office provides opportunities for people from
diverse backgrounds to thrive and succeed
Positivity (%)
White
Asian or Asian British
Black Afican, Caribbean PRY
or Black British 54
Mixed or Multiple %
ethnic background 52
Other ethnic groups 43"
Ethnic minority colleagues are more likely
to leave due to reward and career progression
What are the main reasons you would consider
leaving Post Office?
Key: mEthnic minority
= White
. Lust op
i 105 sap
é
a .
é 30' 16%
am not pad enough / rewarded well Lackof carer
compared to similar roles externally
progression opportunities
23
POL00446681
POL00446681
LGB+ colleagues and women are more likely
to have received an unwanted comment
Key fact In the past 12 months, I have been Proportion of colleagues who have been a im of an unwelcome
the victim of an unwelcome comment comment or conduct at Post Office by gender and sexuality
Post Office colleagues say they have
received an unwelcome comment
ee e19”%
What you should know Confirm
+ Across Post Office, one in five colleagues 13%
say they have been the victim of an Neowel 19% 15% 28% 21° 29%
unwelcome comment that felt offensive,
Man
embarrassing or hurtful, while a e6s8” Woman Heterosexual/ _LGB+ LGB+man —LGB+ woman.
Contr (96)
further 13% responded neutrally Grecis
Contradict D
+ LGB+ colleagues are 13pts more likely
to have received such a comment than
straight colleagues, while women are eS EE eee 3 U3 ea
4pts more likely than men. This gap rises
to Bpts between gay women and men.
‘+ The proportion of women experiencing Experiencing unwelcome comments or conduct rises with seniority for women at Post Office
this type of comment rises significanth
and consistently with seniority. The In the past 12 months, I have been the victim of an unwelcome comment
Gap to men is just 3pts at PO/Admin or conduct at Post Office, that felt offensive, embarrassing or hurtful
level compared to 29pts at SLP. Key: @ Man 32*
© Woman 27 __—
What you should consider
‘+ These results highlight the importance of z
a confidential, robust reporting system =
not only to empower colleagues to €
report issues without fear of reprisal, 8
but to also reinforce the message that PO/Admin Miele Management Band 3A Band 4 sup
such behaviour will not be tolerated, ‘non sgement
287 366 142 111 34
1 (woman) =
304 304 135 64 19
24
POL00446681
PoLo0446681
Colleagues with non-parental caring
responsibilities feel more strain
Key fact
11°¢
gap in experience of strain between
non-parental carers and those
with no caring responsibilities
What you should know
Colleagues with non-parental caring
responsibilities report less work-life
balance and more strain than those with
parental caring responsibilities and those
with no caring responsibilities at all.
‘+ Barriers around understaffing, too much
complexity, lack of communication and high
workloads are also felt more acutely by
colleagues with non-parental responsibilities.
What you should consider
«The impact of caring responsibilities on
work-life balance is seen most strongly at
PO/Admin and Middle Management and
Band 3A levels. What specific support do
colleagues across different grades need?
Review signposting of readily
available resources ~ such as flexible
working arrangements - to ensure
colleagues know what's available,
Colleagues with non-parental caring responsibilities report less work-life balance and more strain
Key: mNo caring responsibilities = Parental caring responsit
-A2pt gap
vs. No ering
responsibiities
5
2
ities Non-parental caring responsibilities
“Lipt g3p
vs, No caring
[I L=xI os
In the current environment, I feel able to balance
‘my work and personal life in a way that works for me
Some barriers are experienced more by colleagues
with non-parental caring responsibilities
Gap vs. those with no caring responsibilities
There aren't enough
mena
There's too much
complexity and
bureaucracy
There isn't enough
communication
My workload is too high
Inthe past few months, I've felt under
constant strain at work (disagree)
Impact of caring on work-life balance seen
most at junior to middle grades
I feel able to balance my work and personal life in a way that works forme
Key: @ Non-parental caring responsibilities
© No caring responsibilities 73
70%
15ptg2p
15pt oop
55% 5B
> 49%
z aa"
é
Po/Admin Middle Management and Band 3, Band 4 and SLP
1 (non-parental carer) =
109 200 a
1 (non-carer) =
305 459 96
25
POL00446681
PoLo0446681
Representation of colleagues from a minority
ethnic background decreases with seniority
Key fact
31%
of SLP are from a minority
‘ethnic background
What you should know
‘* Representation of minority ethnic groups
is much lower at SLP level (31%) than
at more junior PO/Admin level (66%)
Analysis shows that colleagues from
minority backgrounds face varying
challenges across grades. Those at Band
3A are mote likely to reference challenges
around training and progression, while
those at SLP level are more likely to mention
issues with integrity and feeling heard,
What you should consider
‘+ As seen on page 22, training and
progression is an area for focus, particularly
for colleagues from an ethnic minority
background. Improving this at a Middle
Management level is key to enabling greater
representation throughout Post Office.
Addressing negative culture traits
experienced at SLP related to bureaucracy,
politics and demoralising behaviours
{see page 17) could help to tackle some
of the barriers felt among this group.
Representation of minority colleagues decreases as seniority increases*
Key: = Member of no minority groups
= Member of at least one minority group
Proportion (%)
34%
66”
Disproportionate challenges for
colleagues from minority backgrounds at
Band 3A: Enablement, training and strain
Key focuses
I feel like I can be my full self at
the need to mask or downplay any aspects of
al, cultural, spiritual or emotional self at work
PO/Admin Middle Management Band 3A
Disproportionate challenges for
colleagues from minority backgrounds
at Band 4: Belief and confidence
Key focuses
[Regist pias tet
vision for 2025 and strategic priorities for
Post Office that motivates me.”
FF reseed ordi heeclpeipianb tied
Office's overall strategy as an organisation.”
BU iepicenttert tat can suport Postrstes
and Partners to deliver for our customers.”
(Of) Seems
at Post Office.”
*Defined as colleagues who self-reported at least one minority protected characteristic across ethnicity, sexual orientation, disability,
caring responsibilty and religion. Minority religions are defined as those representing less than 4% of the Post Office population.
Disproportionate challenges for
colleagues from minority backgrounds
at SLP: Integrity and feeling heard
Key focuses
Leaders in my part of the business genuineh
3k to hear colleagues’ suggestions and
26
POL00446681
Improving diversity and representation
at the top is the main inclusion ask
What more can senior leaders do to deliver Post Office's Equity Diversity and Inclusion goals? n=851
Key fact
19%
of comments asked to improve
senior leadership diversity
What you should know
‘+ When asked how senior leaders can
do more to deliver Post Office's ED&!
goals, one in five colleagues mentioned
improving senior leadership diversity ~
reflecting findings on page 25 that show
this is lacking with regards to ethnicity.
+ 13% mentioned the need to treat
all colleagues fairly and equally,
while around one in ten want leaders
‘to communicate more transparently
and be more visible in workplaces.
What you should consider
* Colleagues are sharing a clear desire
for more visibility, authenticity and
transparency when it comes to senior
leadership. How can this be achieved,
and more importantly, how can
itbe sustained long term to
reignite trust in leaders?
‘* Ensure colleagues are informed and
consistently updated on Post Office's
diversity goals and progress.
Treat all colleagues to implement across ti organisation. I feel that
fairly and equally the representation at Board level is diverse, however
sms to primarily
je-class background.”
Make sure that line managers are treating ALL staff
1 2% qually and fairly in:
Communicate with
honesty and transparency
17 '%
Ihave nothing to
Be more visible / Be Tackle bullying
and discriminatory
behaviour
27
Appendix
POL00446681
PoLo0446681
You said, we did
Better support to achieve
career objectives
Ways of Working being
demonstrated everyday
Improved internal
two-way communications
Removing strain,
bureaucracy and inefficiencies
Focus on building trust in
senior leadership
I feel able to achieve my career objectives at this company
I regularly discuss my career development and growth with my line manager and track progress against my development plan
Leaders in my part of the business care about providing timely feedback that helps me grow
‘At Post Office, how we do things is as important as what we do
I see the Ways of Working being demonstrated everyday
Senior leaders lead by example and behave in line with our Ways of Working
Communications provided by Post Office are open and honest
Internal communications provide two-way opportunities for colleagues to have their say
Leaders in my part of the business genuinely seek to hear colleagues suggestions and ideas
‘There is good teamwork and co-operation between departments at Post Office
In the past few months I've felt under constant strain at work (contradict)
‘Any major barriers at work are effectively managed in order to allow me to do my job well
Ihave confidence in the senior leadership of Post Office
Where I work, people are held accountable for their performance and behaviours
Where I work, people are good at learning from past experience to avoid repeating mistakes
ag*
55%
47”
69%
53%
38%
46%
48%
52%
48%
46%
59%
35%”
63”
68”
vs. 2023,
@4
@3
@9
@1
@5
@6
@4
@3
o7
@2
@1
@12
@5
04
69
vs. UK Norm
o11
N/A
N/A
N/A
N/A
631
@15
N/A
N/A
o7
N/A
N/A
034
o1
o6
29
POL00446681
POL00446681
Key fact The proportion of positive / Behaviours to Key: @ @ Increase / decrease in frequency vs. 2022 (change 3pts or larger)
negative culture wordssees celebrate
57” little difference to 2022 pari aiioreey Evento Frequency
‘of words chosen to describe engagement when
ee Always looking to improve 26"
What you should know Learning from mistakes @ MS 23%
‘+ Though down slightly on 2022, ‘supportive
ana iendly' remain te top to cure Aosthy work tte buance 25%
traits experienced at Post Office and are
associated with above-average engagement.
« In contrast, ‘political’ and ‘bureaucracy -
are the most frequently chosen On Behaviours to grow Engagennt score Frequency
negative culture words, followed by e57” @2. boo eD Proud oP 12%
‘demoralised’ which is associated with Bostic sageseronniicn
the lowest engagement score. poeroeey create = SS
e43”
Negative words — 7 %
What you should consider 9 Trustworthy @ s 41
« Investigate ways to reinforce positive culture Eicon 85% 8%
traits through team activities and recognition
programmes to enhance engagement Empowering @ 84% 6*
and bolster an overall positive culture.
‘As seen throughout the report.
communication is a key focus area,
particularly around authenticity and Behaviours to Engagement score Frequency
frust, Focusing on this wal play a critical move away from Political @ [acs cee
role in addressing negative culture traits al
around bureaucracy and pols Some selected, low
engagement when Bureaucratic @ lacs 22"
selected
Hirarcical as 18%
Inefficient @ 37* 18%
Demorased @ js. 20»
30
POL00446681
POL00446681
Perceptions of communications vary by division
Communications provided by Post Office are open and honest Internal communications provide two-way opportunities for colleagues to have their say
caac re 07 case o4
Pl [62 es o7 sar @1
sat ) Commercial 4
Payzone [soe Od o4 People Psa Od o11
cFO @4 cro ee o
UCAS {55d @4 Technology pS o2
Commercial P53 @2 LAS PSS ou
Technology o6 Pl Boe @15
People [4d @5 Retail 45% @4
Retail [48d 6 Payzone @12
Remediation 5 Remediation @6
The senior leadership have communicated a vision for 2025 and strategic priorities
Leaders in my part of the business genuinely seek to hear colleagues’ suggestions andideas 7 Ne Senior teadership Nave cormm
zEE vs. 2022
PI 79% os ‘S&T 53” @16
came @7 case 19
Commercial O65 Peope a 12
Las 02. cro es
sar [ee C4 Tednsiony o1
aay [se ©6 Commerc 10
cro cs —*d ©7—ayzone NIA
People @14 cas fea —*d 18
Remedi ©O Reta en
a ©12 remediation ee] 17
Reta eso e19
31