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Postmaster Sentiment
Survey
POST
OFFICE
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Coverage
Introduction & summary
Postmaster relationship with Post Office
Reaction to this year's key initiatives
Perceived performance in the priority areas
Communications channels
Impressions of the NFSP
Impact of 2024 media coverage
PN AHAYNE
Summary
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bo
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Methodology
The Postmaster survey was carried out online and administered by our research agency, Quadrangle
The survey was live for Post masters to complete between 8" March and 24 April 2024
1,917 responses were completed by Postmasters — the highest number since the survey started in 2021
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Executive Summary
Postmaster views of Post Office have polarised somewhat in 2024. Overall, Postmasters are more likely to believe that their
relationship with Post office has declined, but the proportion giving the top rating has increased.
Similarly, the proportion of Postmasters feeling supported has decreased, but again, the proportion giving the top rating
has increased.
Levels of Trust have declined since the Pulse survey (Oct/Nov 2023), returning to similar levels to those recorded in March
2023.
Remuneration (alongside the available range of Post Office products and services) remains the top priority for Postmasters
~ itis spontaneously mentioned as the main desired improvement, and it is the poorest performing of the top priority areas
in terms of perceived improvement. In general, Postmasters are most interested in things which are going to have a direct
impact on the day-to-day running of their branch(es) and help drive income.
Awareness of some key initiatives is high, as is their perceived usefulness, particularly the introduction of multiple carriers in
branch, the ability to order a range of marketing materials via Branch Hub, and Branch Hub features being available on
Horizon. As in previous waves, there is evidence that the more initiatives Postmasters are aware of, the more positively they
feel about Post Office.
Around half of Postmasters say that 2024 media coverage has had a negative impact on staff morale, and trust and
reputation in their community. While an impact on footfall and sales is less evident, still around four-in-ten postmasters
say they have been impacted.
Although the results have moved backwards, this is understandable given the significant publicity surrounding the
organisation in recent months, and there is a platform to build greater positive sentiment in the coming year. a
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Postmaster relationship with
Post Office
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Overall, Postmasters are more likely to believe that their relationship with
Post Office has declined, but views have polarised, with the proportion giving
the top rating increasing.
How would you describe the relationship you have with Post Office?
[Gand 7 scores I [17% [25%] [19%] — I 26% I =
Jan-2t dan-22 Mar-23—Pulse-23Mar-24
mom? m3 ms me m7 A denotes a sigan higher score vs Pulse -23
Pele Rises J Denotes a signticantty lower score vs Pulse - 23
icuine 70 noe 1o1k woes Ne noe 175 ve 1317 6
2024 Data checked - 22/04 PH
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There has been a similar polarisation of views when it comes to being
supported. A higher proportion feel both very supported and very
unsupported.
How supported, or not, do you feel by Post Office?
[ Gand 7 scores ] [26%] [30%] [24%] [31%] [20%]
t
a I
I [a]
Jan-21 san-22 Mar-23 Pulse-23. © Mar-2a
mw: me 3 m4 m5 me m7 A Denotes a significantly higher score vs Pulse - 23
Unsupported wtics J denotes a significantly lower score vs Pulse - 23,
Roctave PTT are 18H ma COLL we 1751, ae: 1917 7
2024 Data checked - 22/04 PH
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Trust has declined across all statements compared with the Pulse
2023 results - largely returning to the same levels as in March 2023.
Trust statements
‘Top 3 score and bottom 3 score nets shown
2023
used 02a I atz2aa23 used 2024 2s user anae I azz 2023 used aa I 2003, sed a0at
023,
>
Post Office is genuinely tying Post Office interacts with me Post Office has Postmasters’ best Post Ofice makes sensible Post Office is genuinely
toimprove the relationship ina purposeful and engaging interests at heart decisions about things that acting with transparency
‘with Postmasters way impact my business
Disagree Neutral mAgree fo samy oh a
notes a significantly higher score vs Pulse
YF oncts signa mer ore ve Pe 2023
{ten es sy he et hich you wpe cage ithe flog stamens 8
(Renae 2 1514 ave 42 Pe 20 SH ne
2024 Data checked - 22/04 PH
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Local Model Postmasters are significantly more positive than
average, especially when compared with those in Main branches.
How would you describe the relationship How supported, or not, do you feel by Post Office?
you have with Post Office?
45% E 26%) 60% tt 38%
22%
15%
Local Model —_Local Plus Mode! Main Scale Peyments Sub Local Model —_Local Plus Model Main ‘Scale Payments Sub
Office Office
mo me 3 m4 ms mse m7 mo me 3 m4 m5 ms m7
Subordinate Valued/equal Unsupported very
business partner business partner ‘supported
Wiersradebe nrbSripynimeriilofGtit —‘lnemenra wetinye hpnatems HY Krewsesinteoratioenere 9
Ce ee ay sa men aaet
Data checked - 22/04 PH
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Reaction to this year’s key
initiatives
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There is very high awareness of the introduction of multiple carriers in
branches and changes to the Branch Hub features. Almost all the other
initiatives — including those linked to remuneration — have less than 50%
awareness.
Awareness of Postmaster initiatives in last year
sal rs inne top
Ince otal tontng aa
Noe due a changein the is of natives es nat
osuble tomate cect compan wh 2023
ete 04 wr ee ig i et
Branch Profitability
caiman coin I yy
branche Ei, OPO Amazon
Rebuilding Trust
Twenty Pome conten I
eget owes I 2.
ee ere
curing torches onsen, A 21%
‘nie hon
Sno ying
Lae wots atl 228
Serr ac tng tac ug
F Be
Iroesed cig an hacer
egotisions th suppiesand pares. 19%
‘Transforming Technology
Aware of 10+ initiatives
‘Aware of 5-9 initiatives
Aware of 4 or fewer initiatives 26%
2024 data checked - 22/04 PH
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The introduction of multiple carriers and ordering a range of
Marketing materials through Branch Hub are positively received by
Postmasters.
Branch profitability initiatives - Awareness vs. Usefulness*
Lower Awareness &
‘Higher Usefuiness
Increased remuneration on.
VU transactions
Commercial excellence visits
‘to maximise commercial
‘opportunities.
Usefulness
Newline mai poral?
whee prof wl be shared
with Postmaster
“Trussell Trust initiative 10
help increase otal
ewer Awareness banking awareness and. ‘ger Awareness &
Lower Usefuness cea lower Usetiness
‘Awareness Standardised data
hein 804 ni of our wey arch sae woe 1972
et Fd wi fe cag oro th herr fn Usefulness = top 2 score on a 7-point scale
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Initiatives which have a direct impact on branches are perceived
most useful.
Rebuilding trust initiatives — Awareness vs. Usefulness”
Lower Awareness &
Higher Usefulness
Increased lobbying and
harder negotiations with
‘© suppliers and partners
.
Improved clarity of POL
Senior leaders visting incre een
branches trough the Adopt
4 poy Navaho
= ~
2
3 SS
3 ites fo oni arch
Launch of welling poral ester ieee
oP AinznTa
Regionalfowns
ice yeariy Postmaster
~ conferences
Senior Leaders visting branch
‘as part of Perfect Day’
Lev Aves & Ee
Lower Usefuiness Lower Usefulness
‘Awareness Standardised data
cei ce hoy meyesome di teityertes we 187. 3
aca te ig ats teint Useless = top 2 score on a7 point scale
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Branch Hub features are both well recognised and relatively popular.
Transforming technology initiatives - Awareness vs. Usefulness
Lower Awareness &
Higher Usetuiness
Usefulness
Launch of online mails
ii portal o help regain the
‘online market
Lower Awareness & Higher Awareness &
Lower Usefulness Lower Usefulness
‘Awareness Standardised data
ues 104 nih fellow ayo aaron thea ya Be ae 51917.
‘i Sone Anh we you Bd cachet er? Bass ay Soe Usefulness = top 2 score on a 7-point scale
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As in previous years, those aware of many initiatives are more likely to
say they have a positive relationship with Post Office, reinforcing the
importance of ‘shouting loudly’ about key initiatives.
How would you describe the relationship you have with Post Office?
Scoring 5, 6 or 7 positive
Positivity lift 4%
26% 9
23%
(26% 23)
Aware of 4orless mAware of 5-9 mAware of 10 or more
dente signin igor scorvs Mar 23
etal eb ets nt Pt te?
Screamers set J enotes a siantcaty ower cre vs Mar'23
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Perceived performance in the
priority areas
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Our 6 core priority areas
1. Remuneration &
profit
2. Systems and
operational 3. Communication
processes
5. Representation
4. Training & engagement 6. Innovation &
with senior working groups
leadership
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Remuneration remains the top priority for Postmasters.
Improvements needed
%
17% Local Model vs.
is 29% Main & Local Plus Model
‘Awareness of Improvements
Ordering fromthe branch Ml 2%
100 Ml 2x
Banking ML 1%
Transparency honesty
New leader
Banking focities
Compete elective with oni sen %
Manager working more closely with us Il 2%
Order fecbiity Ml 2%
transactions ML 1%
Better available hep/ support ML 1%
Training Ml 1%
‘Smaller offces neglected Ml 1%
New prntershardware Ml 1%
New equipment tecmoloay
Taig Rol out new products faster
New partners Underappreciated/undenaiued Bl 1%
Western union Markeing/ advertising
Banking deposit mis too low
Holiday benefit
Mayptem I 1%
Reducing transaction time
Payment fr faled transactions <1%
Other MN 3% Don't know 61% the NNN 95% Don't know 419%
‘2a. Whetinproemerts fn ve you herd shout renin hele 2 mn? rot
[Sb And othe oy mperames ay te edo mahe
Yalan woghed be r= Ut
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Generally, there has been a slight decrease in Postmasters’ saying there
have been improvements in priority areas.
‘Support remains well received but there has been a slight decline in improvement ratings, communications an area of potential
Net improvement (5-7 scores)
improvement. Importantly, many Postmasters still don't feel heard, and the level of remuneration is most poorly rated. - & »
Improvements in priorit 2023 I 2026
‘ranch Hub 0016 help un my branch on w oy to-day basis uch os tock odin] AE EET 225 TT [6456 I co
sox Ie,
sm I ae
Senice eceved trom the Sanch Suppor Centre LS 6 ET ToS ac I De
[Ccermaneatons tom Pare sine ad coy to vest AE TORE [208 Iv
Communiatons se reevedinatimey mare, LS 7% ES oR I 23% Ty
Creating new ac aa sees EN 7 “on [ae
Smplicty of our products and sences LET 7% ET ATER [42% [39%
Tetotonuse eer MET 25 ox I me
Simply of PO-systens ond processes I 23 ET ANNNNNT SCTE [20% [37% 3
snityocomunate dedy athe ep OS MER [= [3% I NA
[___conmuncatons ton 90 ae open and hos EE 655 am I ax I aU]
Atocustiom senior ade sin PO on mpovng he oral pohtabity of ry porch TS 6% ssc [33% [30% 2
“The views of Postmastes are Sstenedto and acted on by Serior codes? ETT 05, ae I 2k 2
= me 2 ms om mem?
No Sonitant
improvement improvenent
2a mn so pe Ms nt rsh ow een gnome ofr ene AR cancun a sigan Moher soe a thar 8
Saee at we 907 Y denes a sgncanty ower score vs Mar23
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Communications channels
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The most helpful interactions with Post Office are those which directly
impact the day-to-day running of Postmasters’ businesses.
Inport operation updates om Pot ore tough sone Focus RE
General communications from centre ofthe business eg, Martin's weekly emai bs
mo me 3 om4 ms me m7
Extremely extiemely
Unhelpful helpful
‘nun ae tie sbas tw ter ype of amma rion ormarechw whos Of pli ty ih anh flowing Helps Samay
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While email and text/WhatsApp are often preferred as communications
channels, phone conversations are most popular when dealing with the
Helpdesk.
General
communications Important news/ Interactions with
from centre of the announcements Interactions and Post Office
businesseq. from Post Office general day to day operations ea.
Martin's weekly through Branch comms with your ordering cash,
email Focus ‘Area Manager_ordering stock etc. The Helpdesk (BSC)
Text message/ WhatsApp message
Phone call
Email
Post/ Letter
Face-to-face eg. store visits from senior management
Formal Post Office meetings and events for Postmasters ¢4, National twice yea
Informay small in-person meetings
Social media eg. Postmaster Facebook Group
Branch huby branch hub notification
Group online conversations e.g, Zoom, Skype, Teams
Newsletters
Don't know
‘5. of he ling mths communion vo you ptr a Oto us fo chon pe of communion?
‘ol Some Ure ave n= 1917
2
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Impressions of the NFSP
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There has been a continued decline since 2022 in the proportion of
Postmasters who think that the NFSP has their best interests at heart.
Agreement with the role of and engagement with the NFSP
sino
‘An organisation run by Postmasters, H
the NSP hes the bes interns of mS Cee I i
nos Se 0s
_ wns EES oes
mo EES ow a
A Denotes a significantly higher score vs 2022 strongly steongly
J oenetes «sorteanty ower score ve 2029
en 3
(quesbrcE ota eer wou you ape Sage th he fling atemers aba the Noa Fea of Sosa SP)?
ertceo tela wea?
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Of those Postmasters who express an opinion, the most common request
of the NFSP is for better representation of Postmasters and improved
communications with members.
Represent Postmastes/ ed by Posts To,
Better communication with neribes
Not an independent body I 3s
Cetus better 2 A 3:
Hod hero to aconl bagsnwith OE 43,
KpnI 35.
Replaced adoished TNE 2%
Understand the business visit branch I 2
Greater transparency
Day today support ready avaiable help I 1%
Happy with the work they do
No power to effect anything ML 1%
Hear nothing about them <1
Draw attention toour plight. <1%
Help with costof ving <1
a Don's know 61%
4. het cd he MF? do spp Postman ee ny?
Toate tinned oe ROP T9187 tn © rg
25
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Impact of 2024 Media Coverage
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Half of Postmasters believe that ‘Mr Bates vs the Post Office’ has had a
negative impact on their reputation and staff. While the commercial impact is
less significant, still around 4-in-10 say customer spend has been impacted.
Number of people visiting your branch 43%
mom? m3 m4 5 ome m7
No impact Significant
impact
11M. You il ant Tae he dm ses Mts he Pos ci ny aay Ths as hen lls by Fs ce an Fas apesanr these ome pl
‘eri ptr me ta cso hh go ou en ot Re oy ar
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Summary
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Postmasters have a wide range of requests, including those associated
with their revenue, products and services, and rebuilding trust.
Remuneration rates/better pay
Hotizon scandal - ‘esove/make amends
Restore trust/reputation
Board/senior management incompetentunfit
No hoperfuture
Transparency honesty
Cutback on cost of senior management
Listen to PMs concerns
Underapprecited/ undervalued
More protictsservices- Don't remove/ose
Undercut by RM/enine sales
Wore closely with PMs/ovanches
All services valle in al branches
Business worthiess/unelabie
Banking-develon
Pay us asalaryvage/inancial assistance
SS
es
ee
a ss:
a
be id
ae
a
am
am
>
Tr
me
ma
ms
mx
mi
1s thn yting ee you wo he ol ast Ot as ot been ote?
(Organisation that represents PMS
Help business grow
Helpdesk
Make clear to customer what can and cannot be.
Traning-provide
Recognize PO's role in community
Minimum wage going up/canaot afford to pay stat
Reducing transaction time
Paid the same for same transaction
Provide holiday pay
Better communication
omer to decide which services branch can offer
Roll out services more efficientiy
Pleased with Area manager
Ordering stock
Not interested in smal/aual/certain branches
70% of vansaction fe unfair
mi
Bi
mw
mi
mw
Bw
Bs
mow
mow
Bax
now
Bax
Baw
Baw
Das
Key themes
my Commersia/
IB Produc / services
Bl support
Hl Communication
Bh tus:
I Sevior management
HW otter
Don't know 6356
29
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