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Survey Results
Internal Use Only
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Postmaster Survey Summary
Overview:
Off the back of enhanced engagement initiatives, this year’s results
* This year’s annual Postmaster Engagement Survey ran between the 8"- — evidence improved metrics across both response rate and overall
315* March 2024 and was our fourth annual survey. entimen
Metric January January March Oct (Pulse) March March
+ 1,917 postmaster responses were received (+17% vs LY) and is the 2021 2022 2023 2023 2024 eee
highest completion rate since the annual survey started in 2021.
worsuivey I aver 313 I 1,642 I 1,751 I 1,917 7%
2 Responses ’ 1, MW , ies es
Methodology:
4 bani Survey % 9 % % I 27% I +4%
* The survey was managed by ‘Quadrangle’, an independent market Response Rate*I 2°” 19% 23% 25% f f
research agency, who designed the questions following a large-scale
piece of qualitative research with postmasters, to understand what Overall 22% 28% 22% 29% 26% +4%
drives their overall opinion. Sentiment Score,
+ We have consistently measured overall postmaster sentiment via two key _ I How would you
questions, both of which postmasters respond to on a 7-point scale (1 describe the
‘ i lationship you 17% 25% 19% 26% 22% +3%
being low, 7 being high). bes ‘
have with Post
" si . S ” Office?
+ Firstly, we ask how they would describe the relationship they have with =
Post Office and whether it is as a ‘subordinate business partner’ or a
i ; ; How supported
‘valued/equal business partner. Ganckidonial
feel by Dect 26% 30% 24% 31% 29% +5%
* Secondly, we ask how supported they feel by Post Office, whether they Office?
feel ‘unsupported’ or ‘very supported’. For both questions, the top two boxes
(scores 6 and 7 respectively) are used as a proxy for strong sentiment,
combining to give us an overall sentiment score.
Postmaster Engagement
*based on an average of 7,000 postmasters
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Postmaster Survey Key Takeaways
Our focused engagement initiatives have driven improved metrics, with better response
rates and overall sentiment compared to previous years. Increased interaction with postmasters is proving to have a
positive effect on sentiment, with accelerated activity to support greater engagement, especially with the involvement and
visibility of senior leaders. Beyond our accelerated engagement initiatives, the business has made substantial
improvements across other critical areas including the Branch Support Centre (BSC), training, field team support and
quicker IT fix times, all contributing to the positive outcomes
Despite these achievements, many external factors have impacted our scores
negatively, highlighting the need for continued improvement. Key external events such as the cost-of-living crisis, Royal
Mail strikes, cyber-attacks, and media coverage (ITV drama and inquiry) have negatively impacted sentiment scores.
The sentiment scores have shown significant fluctuations over the past four years,
influenced by both Post Office actions and external factors. Despite some improvements, there has been increased
polarisation with more postmasters scoring at the extremes of the scale. (See next slide).
Satisfaction with remuneration is a critical driver of positive sentiment among PMs.
Despite some increases, remuneration remains the top priority and the area with the lowest perceived improvement.
The main themes for improvement identified are ‘leadership and culture’, ‘reputation
and trust’, and ‘future strategy’. Continuous engagement initiatives and feedback loops are planned to address these
areas and further improve postmaster sentiment. Over the last 4 years we have increased the number of postmasters
attending various listening groups and forums from 23 to 589, to help address underlying issues and create solutions.
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Over the last 5 surveys, we have seen our relationship with Postmasters
fluctuate, with a greater polarisation of views more recently.
How would you describe the relationship you have with Post Office? How supported) or hot, do you feel by Poat Oftice?
oo = 4 Gand7 scores] [26%] [30%] [24% I 31%
6 and 7 scores I I 179% ] 25% ] [19% I [ 26% ]
i ff Denotes a sgnitcanty higher score vs Pulse ae a F °
J} Denotes sgnitcantiy lower score vs Pulse
Jan-21 Jan-22 Mar-23 Pulse - 23 Mar-24 mw: m2 3 m4 m5 me m7
=: om? 3 ooms5 ms m7 Unsupported withers
Subordinate Valued/equat .
partner business partner 7. How spate
There appears to be 2 main reasons for the polarisation of opinion:
1) Firstly, PUDO seems to have divided the network - those postmasters who have PUDO services seem to be happier and positive about the future,
whereas those who don’t have the services are clearly aware of the services and the benefits that it brings but are frustrated that they cannot offer
them.
2) Secondly, a culmination of the cost-of-living crisis, the ITV drama and inquiry, the various disclosures of bonus payments and the racial document
have increased negative sentiment considerably.
Postmaster Engagemen
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Postmaster Survey Next Steps
Key Action Plan Themes Built by Postmasters for Postmasters
Leadership & Culture Postmasters have provided us with useful feedback on why sentiment
might be low, and we are focusing on these key areas to drive action and
* Inclusive project planning / involvement in decision making improvement. From postmaster listening groups over the last 18 months,
* Specialised subgroups we are seeing a positive reaction to new approaches and therefore fully
* Community building expect the underlying sentiment to improve.
* Transparent communication
* Collaborative surveys The action plan for 2024 has been built in collaboration with 20 postmasters, generating
* Confidentiality guidelines and protocols ideas to improve against the key themes highlighted in the survey.
Regional connectively
Although we have made annual increases to remuneration, with a commitment to
increase variable remuneration as a % of variable income, remuneration remains the top
priority for postmasters — it is spontaneously mentioned as the main improvement
+ Financial transparency postmasters would like to see and is the poorest performing of the top priority areas in
+ Incentivised engagement terms of perceived improvements.
+ Enhanced health & wellbeing support
We plan to continue to hold listening sessions, as well as other ongoing engagement
Future & Strategy initiatives, ensuring a continuous feedback loop to ensure we understand postmaster's
Scar prakensivelrerrin erat onlrev ei concerns throughout the year, such as Adopt an Area, Regional Forums, working groups
+ Leadership strategy presentations and the Postmaster Experience Forum.
* Inclusive feedback mechanisms The next Postmaster pulse survey is planned for October 2024.
* Collaborative NBIT development
ostmaster Engagement
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Survey Results
Internal Use Only
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Strategic Partner Survey Summary
Overview:
* This year’s annual Strategic Partner Engagement Survey ran between 26" February — 15" March 2024
+ Itreflects the views of 70+ individual senior contacts from across 26 partner companies.
+ There was representation from across 83% of our partners, including 100% representation from our Tier 1 partners.
Key headlines:
+ All metrics have slightly improved since our last full survey in March 2023
+ Our partners highly rate the engagement they receive from Post Office (scoring an average of 4.2 out of 5)
+ They rate the engagement they receive from Post Office as slightly better than other partners they work with
+ They continue to value our Strategic Partner Quarterly Forums, citing them as a valuable source of inspiring/honest information
+ Anew metric was introduced to measure the level of face-to-face engagement resulting in a score of 3.9 out of 5
ag! Positive themes include: Metric Nov March March — March '24 vs
Well-informed via business comms and updates/forums — open and 2021 2023 2024 March '23
transparent engagement from POL Senior Leadership Partner 75% 20% 83% @
v Engagement levels exceeds that from other corporate partners Representation
v Supportive, collaborative relationships and engagement Overall Engagement} 4 9 outof5 I 4.1 outofs I 4.2 out of5 +01
Y High quality Account Management with regular meetings/touchpoints Satisfaction
Compared to Other) 3.4 outof5 I 3.4outofs I 3.9 outofs 40.5
Constructive themes/areas for consideration include: Usefulness of SP
+ — Improved forward planning of communications e.g. product launches Quarterly Forums eeDloutonos I WRioutetS I Maalioutets iia
+ Room to enhance consistency between POL field team messaging & SP team
+ Work to be done to provide simpler, clearer reporting
+ Wider business focused on Independent Postmasters — consideration needed at a business level of B2B requirements
ategic Partnersh
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Strategic Partner Survey
&
83%
t +3% YoY
Response Rate
26
Level YoY
artner Companies
Represented
1G
79%
+9% YoY
-9% YoY
Positive Constructive
Strategic Partnerships
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Strategic Partner Survey Key Ratings
= All previously measured ratings in March 2024 slightly improved vs 2023.
Overall satisfaction with
the level of engagement
they receive from POL :
4.2 Average Rating vs 2023 (4.1)
How they rate the
engagement they receive
from POL vs other
external partners 3.9 Average Rating +0.5 vs 2023 (3.4)
How useful they feel
our Strategic Partner
Quarterly Forums are 4.1 Average Rating vs 2023 (4.0)
e.e How happy they are
ssa with the level of face-
to-fai nt A -
eo Oieesfatt 3.9 Average Rating (New metric)
Strategic Partnerships (Se)
Strategic Partner Survey Action Plan
Review partner comms
and service delivery to
address concerns and
deliver using one
consistent approach
that is on time
ategic Partnerships
Make improvements
to SP reporting to
enable simpler and
more effective
reports and
dashboards.
Ensure consistent
approach from POL
when dealing with
partners at B2B level
considering PM and
Partner
requirements
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Continue to evolve F2F
engagement, forum
content and other
engagement initiatives
to keep the landscape
fresh and relevant
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Colleague
Survey Results
Internal Use Only
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Colleague Survey
86% overall completion rate, this is +21pts from the 2023 Pulse (65%) and
+50% from the 2022 Engagement Survey (36%).
Colleague engagement is down 11% to 57%.
This is driven by colleague pride being down 22% to 43%.
Colleagues are still more motivated to do their best at Post Office than
employees in other businesses.
58% of colleagues intend to stay longer than 5 years.
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Colleague Survey Key Takeaways
43% of comments from colleagues on improving their experience at Post Office related to
communications. Communications issues are undermining colleagues’ confidence in the
business and in senior leaders.
Colleagues are asking for a refreshed strategic intent beyond 2025 to be communicated.
Tech is less of a barrier for colleagues than it was previously, dropping by 17%, and
colleagues’ experience of their Line Manager has improved in 6 of 7 measures.
SLP and Band 4 colleagues describe Post Office as ‘bureaucratic’ and ‘political and are the
most ‘under strain’ at 81% and 77%. Compared to Admin colleagues who describe Post
Office as ‘friendly and ‘supportive’ and only feel 34% under strain.
Colleagues with a disability are least likely to feel included at Post Office, diverse ethnic
background colleagues are less likely to be positive about career progression, and senior
women are the most likely group to have received an unwanted comment.
Colleague Survey Action Plan
Survey
question
The senior
leadership have
communicated a
vision for 2025 and
strategic priorities for
Post Office
Post Office is
investing in its
people
Any major barriers
at work are
effectively managed
in order to allow me
to do my job well
Multiple questions
32% positive
42% neutral
26% negative
40% positive
36% neutral
24% negative
59% positive
24% neutral
17% negative
N/A
Action title
Capability:
Post Office vision and
strategy
Capability:
Investing in people,
including a wellbeing
focus
Colleague
experience: Removing
barriers
Inclusion:
Specific action plans
for colleagues with
different experiences
of working at Post
Office
Action description
The business to share the
outcome of the Strategic
Review when ready and allow
teams to work their plans into
the overall strategy.
Line Managers will work with
colleagues to build out on these
plans such as create PDPs,
access to L&D resources and
succession plans as required.
Teams across Post Office will
be reviewing existing policies,
processes and systems and
auditing them during the review
to improve them.
Specific action plans developed
focusing on inclusion for
colleagues with disabilities,
career progression for ethnic
minority colleagues, and strain
for senior leaders
Target result(s)
Target:
62% positive
(in line with UK norms)
Leading indicator:
Strategic review outputs shared
Target:
44% positive
Leading indicator:
PDP completion rate TBD
Target:
65% positive
Various — outlined in the specific
Inclusion plans
March 2025
November 2024
March 2025
November 2024
March 2025
March 2025
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Lead
Business led —
CEO owned
Business led —
CEO owned
Business led —
CEO owned
SEG Sponsors:
Sarah Gray
cP
Karen McEwan
Culture
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Culture Indicators
Why
* Culture change is critical to the success of Post Office
* The Executive and the Board want better oversight of culture in Post Office
What
« A single scorecard of indicators
How
* The indicators were developed with the Institute of Business Ethics (IBE) to bring Post Office in line with best
practice ethical culture reporting
« An updated scorecard of the indicators will be provided to the Executive every 2 months
¢ Board will get updates on culture twice per year. This will incorporate:
* The culture indicators scorecard and trends
¢ Updates from Postmaster and Strategic Partner Engagement or Pulse Surveys
¢ Updates from Employee Engagement or Pulse Surveys
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Leadership Indicators
Metrics Source Frequency Actual Trend Benchmark/Target Commentary
Leadership
Confidence in the leadership of the business is at 35% following the Colleague
: survey in February. This was down 5% from 40% in the 2023 Pulse Survey. This
Confidence in _II have confidence in the Senior
lesdlarihip Leadarship'sfPO Bi-Annual 35% metric has been measured since 2021 and has remained broadly static over the
last 3 years although the trend now is down with the highest level of confidence
recorded in 2021 when the measure was at 41%.
Senior Leaders lead by example scored 38% in the Colleague survey in February
Lert ‘Senior Leaders lead by example 2024, which was down 6% from 44% from Pulse survey November 2023, which
raresrearal land behave in line with our ways I _Bi-Annual 38% was the highest score in the three years that it has been measured. This metric has.
lof working been measured since 2021 and measured 43% in the culture survey in 2021, and
lhas remained broadly static since.
Culture Indicators
Control Environment Indicators \Viay 2024
Metrics
Enterprise & intermediate
risks outside of tolerance
Control Environment
Source
Frequency
‘Actual
Trend
Benchmark/Target
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‘Commentary
\We have identified an increase in the residual risk against the following risks:
i) Moving the network from copper to fibre risk increased due to failing to install
rates remain high, due largely to a recognised gap in Postmaster communications
lacross the programme portfolio, supplier communication issues, and site-specific
ichallenges due to prior site assessments not being funded.
Strategy & Values
Iwith our purpose, values, & strategy
h ~ diati IGroup Risk Monthly 23 None ii) Branches unable to process Paystation transactions There is a Second Device
with supporting remediation lproject which will replace Paystations with the Second Device supporting a
plans bespoke software solution also providing legacy pre-paid bill payment products.
Funding has been agreed until June 2024 to purchase hardware and continued to
\development, the project delivery status is currently rated red. Concerns that the
remediation plan will be achieved by March 2025.
Oversineiines ial suds Internal Audit Every 60) 4 None lLast month was 14, dropped to 12 out of 75.
lactions >60 days days
‘Speak up matters Assurance and Complex Investigations Monthly I 11. None iThe volume of Speak Up reports has remained fairly stable for the last 4 months.
(Group Mandatory Learning
Mandatory training Anti-Money Laundering 85.4%
completion People Monthly I 94.1% Modern Slavery 98.8%
Post Office Scandal 97.9%
Mandatory trainin Branch Learning
ely 8 Branch compliance Monthly I 94.9% lAnti Money Laundering: 94.9% (this was only mandatory module completed over
completion IMay)
la nin Where I work, people are held accountable for ery IThere was a 4% increase between the November Pulse and and a 25% increase on
poo LNA EY) Itheir performance and behaviours ut ithe 2022 survey in the 2024 Engagement Survey. This is 1bp behind UK norms.
IThere was a 2% fall in colleague's perceptions of consistency with the purpose,
\Alignment to Purpose, [The way PO does business is always consistent I 4 1) I gaa \values and strategy. This is in line with the falls in the scores for the demonstration
lof Ways of Working from leaders and across the business. There were also
lverbatim comments asking for a refreshed strategy beyond 2025.
Culture Indicators
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Postmaster Indicators \Viay 2024
Metrics Source Frequency Actual Trend Benchmark/Target Commentary
Postmasters
[The top 2 box scores fell 4% from 26% to 22% since the Pulse Survey in 2023.
There was, however, improvement in the top box score - up 6% from 10% to 16%.
[At the bottom end of the scale, many more Postmasters are describing the
relationship with Post Office as a subordinate business partner relationship, with
129% now in the bottom 2 box scores - up 12% from 17% in the Pulse Survey in
2023.
Whilst the top 2 box scores fell from 31% of responses in the Pulse Survey in 2023,
tawanpporeaonqeede the percentage of respondents giving the top box score increased from 12% to
lyou feel by PO? [top 2box I Bi-Annual I 29% 18%, This polarisation is also evident at the bottom of the scale, with the number
ieee rating the support they recieve from Post Office as the lowest 2 box scores - 23%
lof responses were the lowest 2 scores versus 15% in the Pulse Survey with
majority of the growth coming in the bottom box score.
Overall Postmaster sentiment
How would you describe the
relationship you have with I Bi-Annual I 22%
PO? [top 2 box scores]
etnasshastrasiedl Fainy (ie ‘The public's perception of Postmasters being treated fairly is at its highest point
° Brand Tracker (agreement %)I Monthly I 29% since January 2024. In February 2024, this was 25%, in March 28% and in April
perception) b6%.
331 complaints created for P2. 87.2% Resolved within the SLA of 82%. Top 3
complaints categories were 1. Parcelforce, 2. Royal Mail, 3 Incorrect opening hours
advertised.
Postmaster complaint resolution IBranch Support Monthly I 87.20%
May P2 figures: Variable remuneration as a percentage of variable revenue in P2 is
150.2%, 0.3% up YoY despite the exit of Lottery, which accounted for ~1% of last
years value, and is inline with budget.
Postmaster remuneration as a
share of PO income einen Monthly I 50%
Culture Indicators
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People Indicators \\\ay
Metrics Source Frequency Actual Trend —_Benchmark/Target Commentary
We have seen a significant decrease of 11% in colleagues recommending Post
lOffice as a great place to work in the 2024 Engagement Survey (56%) versus the
Pulse survey in November 2023 (67%).
There has been a declining trend in Colleague NPS. It was -8 in the 2021 Culture
Survey, -14 in the 2022 Engagement Survey and is now -25 in the 2024
Engagement Survey.
‘There had been a progressive improvement in the recognition of the
\demonstration of the Ways of Working since it began to be measured in 2021.
However, for the first time we have seen the positivity score decrease by 5%
following the 2024 Engagement Survey with the score now 53%, down from
58%.
The business has seen 51 leavers and 31 new starters in the month of May 2024
leading to a 0.5% increase in turnover.
‘Advocacy - NPS II would recommend PO as a great place to work Bi-Annual I 56%
I see the ways of working being demonstated every
Behaviours
day
Bi-Annual I 53%
Turnover People - Overall Turnover Monthly I 8.0%
12.9% of all absences were caused by stress. Over 70% of employees absent
\due to stress have been absent from the business for 15 days. People Team are
currently investigating issues with the previous months' data to identify trends.
Daw=6
(Grievance =3
DaW appeals = nil
Grievance appeals = 3
There was a 4% increase between the November Pulse and and a 25% increase
lon the 2022 survey in the 2024 Engagement Survey. This is 1bp behind UK
norms.
‘Stress related
labsence People Monthly I 12.9%
Grievances _(Grievances & dignity at work case volume Monthly I 12
Where I work, people are held accountable for their
(Oversight performance and behaviours
Annual 63%
Culture Indicators
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Metrics Source Frequency Actual Trend ~—_-Benchmark/Target Commentary
Employee Psychological Safety & Inclusivity
Psychological ; his metric remains static from the Colleague survey in 2022 to
Where I work, people can share their opinions, ideas, feedback or : ; oe
Safety Index ; ‘ Annual I 74% the Colleague survey in February 2024 with the positivity score
iconcerns without fear of negative consequences ;
remaining at 74%, 4bps ahead of UK norms.
his metric has decrreased slightly in the 2024 Collegaue survey
Where I work, people are treated fairly Annual I 73% ito 73% from 75% in the 2022 survey. When measured in 2021 the
starting position was 46%.
I believe my views are genuinely listened to when I share my his metric has slightly increased in the 2024 survey to 71% from
" Annual 71% hi
lopinon 170% in the 2022 survey.
Where I work, when mistakes happen, they are treated as an This metric has increased 3% in the 2024 survey to 68% from 65%
" Annual I 68% h
jopportunity to learn rather than an opportunity to blame iin the 2022 survey.
EDI target here has been an increase in the proportion of women in SLP
achievement _ISenior Leadership Inclusivity - Gender SLP Quarterly I 38.8% roles over the last quarter. It remains below the benchmark set in
he Post Office ED& strategy.
here has been an increase in the proportion of colleagues from
F vi lethnic minority backgrounds in SLP roles over the last quarter. It
Senior Leadership Inclusivity - Ethnicity SLP Quarterly I 11.9% Pe ligabe Gal cosieneiinstiet nine pasvg ies Coe
strategy.
Culture Indicators
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Customer Indicator
Source Frequency Actual Benchmark/Target Commentary
Customer
Customer ‘Average weekly customer
. . Monthly 9.12m None Customer sessions fell from 47,359,979 in P1 to 36,466,443 in P2.
sessions sessions
ulture Indicators