POL00448230
Retail
Performance
Dashboard
Period 3
24 July 2024
Confidential
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Contents of the Retail Performance Dashboard Period 3
Onboarding and Training:
- Onboarding duration and satisfaction
- Confidence after e-learning
- Confidence after classroom training
- Branches engaging with Training in the previous 12 months
- % capacity filled in refresher training sessions
Postmaster Complaints:
- Number of complaints received
- % resolved within 10 days
- Open complaints
- Top 5 themes
Cash Management:
- Volume and value of outward cash discrepancies
- Volume and value of inward shortages, surpluses and counterfeit
notes
- Percentage of pouches containing discrepancies
- Percentage of successful cash declarations
Transaction Corrections:
- Volume (by product) and value of transaction corrections issued
- Volume of aged open items
- Breakdown of value of Review/Dispute transaction corrections
Discrepancies and Postmaster Accounts:
- Volume and value of declared discrepancies (total, balanced and those where
Review/Dispute is selected)
- Breakdown of value of discrepancies where Review/Dispute is selected
- Amount provisioned for postmaster balances
- Movement in provisioned amount
Accounting Dispute Resolution:
- Volume of discrepancy cases received for investigation
- Volume of discrepancy cases completed
- Open investigations by period
- Percentage of discrepancy cases completed within SLA (70%)
- Investigated cases cause analysis
- Open Postmaster Account Support (PAS) cases (pre and post investigation
- Open PAS pre investigation cases over SLA (12 wks)
Network Monitoring and Branch Assurance Support:
- Number of network monitoring cases
- Number of branch assurance activities
Contract policies:
- Number of suspensions, with reasons, average duration and number of
reinstatements
- Number of terminations, with reasons
- Decision reviews and outcomes 2
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Retail Performance Dashboard Summary Period 3
The dashboard has been developed to provide a summary of key metrics with comparisons:
The current month's performance
The average year to date figure (adjusted for 5-week periods where applicable)
The performance seen in the same month last year
The RAG status is based on parameters agreed with each business area, based on currently used targets/Service Levels or the average previous year to date metrics.
Some areas have no RAG as they are not targeted areas, so appear in grey for noting only.
YTD average
(adjusted for 5-week periods if
P3
Performance
Compared to
Area Metric P3 last year
applicable)
Onboarding satisfaction H
Onboarding duration
. Confidence after e-learning
Onboarding and Tr:
Confidence after classroom training
Branches engaging with training in the previous 12 mnths
% capacity filled in refresher training sessions
Number of complaints received
Postmaster Complaints
% resolved within 10 days - 82%
Volume of outward cash discrepancies
Volume of inward surpluses I
Cash Management Volume of inward shortages
Volume of inward counterfeit notes
% of pouches containing discrepancies
% of successful cash declarations
*Adjusted to reflect 4- or 5-week period average
Arrows show performance against last period
Retail Performance Dashboard Summary Period 3 (continued)
Transaction Corrections
Discrepancies and
Postmaster Accounts
Accounting Dispute
Resolution
Network Monitoring/
Branch Assurance Support
Contracts
Volume of total transaction corrections
Total value of transaction corrections
Volume of cash remittance transaction corrections
Volume of aged open items
Volume of total reported discrepancies
Value of total reported discrepancies (not net)
Volume of Review or Dispute discrepancies
Value of Review or Dispute discrepancies (not net)
Increase in amount provisioned for postmaster balances
Volume of discrepancy cases received for investigation
Volume of discrepancy cases completed
Open investigations by period (including over SLA)
% of discrepancy cases completed within SLA (20 days)
Open Postmaster Account Support (PAS)cases
% of open pre-investigation PAST cases over 12 wk. SLA
Number of Network Monitoring cases
Number of branch assurance activities
Number of suspensions
Average suspension duration (cases closed this period)
Average suspension duration (open cases)
Number of terminations
Decision reviews
% Decision reviews upheld (cumulative)
YTD average
P3 Performance I (adjusted for 5-week periods if comperedc)
P3 last year
applicable)
IRRELEVANT
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* Adjusted to
reflect 4- or
5-week
period
average
Arrows
show
performance
against last
period
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We continue to take action to improve performance across all postmaster
facing activities. Here is a summary of the key improvements planned:
Area Metric
Postmaster Onboarding
Onboarding duration
Confidence after e-
learning
Postmaster
Trai
% capacity filled in
training sessions
Improvements planned or in place
New process to include an additional contact — we have implemented a system generated
prompt at the 7-, 14- and 21-days stage. Following the first full month after
implementation, we saw a decline in the time taken for Potential New Postmasters to
submit the financial assessment. This dropped from 50 days in P2 to 39 days in P3 (-11
days) This is also 9 days quicker than the average of 48 days over the previous 6 months.
Inaugural Feedback Committee — The Feedback Committee met for the first time on 27%
June. This meeting will be now held on a monthly basis and will include various stakeholder
on a quarterly basis or when required.
Development of a report to identify the origin of classroom referrals which can be split
between those generated internally by the training team and those within the Retail
Line — this is now complete and used regularly to update the Retail field team.
Support provided to Strategic Partner Team to manage program of eLearning and
classroom training for c. 160 delegates — Program of classrooms for One Stop running
from March to early September. Around 80 delegates had attended up to May, and a
similar number is expected through to September. This is helping to drive utilisation. We
are also running training for area managers and business support managers which is also
having a positive impact on classroom utilisation.
Status
Complete
Complete
Complete
Complete
Planned
completion
date
June 2024
June 2024
May 2024
September
2024
Owner
Tracy
Marshall
Tracy
Marshall
Tracy
Marshall
Tracy
Marshall
Summary of the key improvements planned (continued):
Area
Transaction
Corrections
Discrepancies and
Postmaster
Accounts
Metric
Volume and value
of total transaction
corrections
Volume of aged
items
Volume of total
reported
discrepancies
Improvements planned or in place
Note counters ~ Post introduction (P12 23/24 - P3 24/25) the note counter trial branches
have shown a significant improvement in tracked metrics when compared to non-pilot
branches. Some key highlights include:
+ There has been a cash transaction correction volume reduction of 49% in pilot
branches vs 4% decrease in non-pilot branches (control group)
+ There has been a counterfeit note reduction of 91% in pilot branches vs a 27%
decrease respectively in non-pilot branches (control group)
Auto stock rem in — Engagement has begun with the 7 branches, due to take part in the
September 2024 pilot. User and business acceptance testing is complete. The path clearing
plan has been developed. This will include a stock migration support visit at 4 of the pilot
branches, and these have been scheduled.
Deep dive into reasons for cash related causes ~ Because 75% of TCs in P3 were caused
by cash errors, some work has been started on understanding the specific reasons for
these, The outputs should drive more detailed reporting in this area.
Focus on open items relating to cash ~ Full team is back in place, following sickness, and
backlog is on schedule to be cleared,
Design a Quality Assurance Framework and a Cause Analysis framework - This planned
improvement has developed from sharing root cause into the development of QA and cause
analysis frameworks and therefore we have updated the completion date to next March.
We are currently recruiting an additional Operations Manager to focus specifically on these
areas.
Discrepancy Dashboard: following implementation of the updated case management
process in Microsoft Dynamics, the dashboard has now been created and reviewed. This
provides the team with the ability to track discrepancies raised in the period through to
resolution.
Status
In progress
(continued
reporting)
In progress
In progress
Complete
In progress
Complete
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Planned Owner
completion
date
June 2024 Mel Park
March 2025 IT
September Mel Park
2024
July 2024 Mel Park
March 2025 Mel Park
(updated
from May
2024)
June 2024 Mel Park
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Summary of the key improvements planned (continued):
Area Metric Improvements planned or in place Status Planned Owner
completion
date
+ Review or Dispute high usage - 105 branches that have used RoD at least 9 times in the In progress July 2024 Mel Park
last 12 trading periods were visited by Area Managers as part of the Operational Excellence
visits. Information on the resulting training interventions will be provided by the training
7 A team, and area managers will action accordingly.
Discrepancies and .
Pesninep Volume of Review
ecounte or Dispute + Repayment data insights - A repayment data dashboard is being planned for launch atthe — Inprogress June 2024 Mel Park
discrepancies end of the calendar year. Due to the development work required (CFS and Dynamics), a (delayed)
manual workaround is required. This is still being worked up, and a workshop is being
planned to review this and involve the Postmaster Account Support Team before a launch is
agreed.
+ Strategic Partner Process - It was agreed to accept the new ways of working pilot and In progress May 2024 Mel Park
move the process into BAU. This is now live. The Head of Partner Operations will review the (delayed)
remaining Strategic Partners to select the ones that will join Tesco, Morrison and One Stop in
this process.
+ Post-implementation Review - The new way of working introduced in March, will undergo a In progress June 2024 Mel Park
post implementation review once P3 is complete. Early indications are that it's a more (delayed to
v efficient way of working and we are resolving cases more quickly for the postmaster, but July 2024)
a ‘olume of rete eras Fs 5 4
Accounting ‘ - also taking in significantly more case load which may result in some adjustments being
Dispute elecrepancics required. A report will be produced by end of July.
PI q P PI vy ly.
Resolution received fou
So) investigation
+ Operational Excellence Programme - the Steerco continues to track activities and the In progress March 2025 Mel Park
following key BAU process improvements are due to complete in the early part of the 24
half, namely Operations Manual Launch, 0-6 month support framework review and refreshed
branch property works project process. The full training intervention implemented in Tesco
stores is showing early signs of success. All branches in the pilot will have had follow up
Branch assurance visits by the end of July, an extended period of monitoring until September
will follow this will enable us to assess if and how learnings can we rolled out to the wider
network. 7
Summary of the key improvements planned (continued):
Area
Network
Monitoring
Branch
Assurance/
Operational
Excellence
Metric
Number of Network
Monitoring cases
Number of branch
assurance activities
Improvements planned or in place
Increase resource of team - Repurposing 3 vacancies from Branch Reconciliation to increase
scope of monitoring. Interviews taking place in July. We are redeveloping the induction
programme and onboarding training for new starters which will be piloted with this set of
new starters.
Recommendation to make goodwill payments ~ Proposal to offer a goodwill payment as
compensation for lost trading income whilst a Branch Assurance was approved in June
Retail Committee on 18" June now. This went live in July.
Branch Assurance Visit strategy — paper going to the July Retail Committee for consultation
ahead of SEG approval request. This will discuss:
* the introduction of unannounced visits in exceptional circumstances
* going ahead with BAU visits that have been notified but not explicitly agreed by the
postmaster and
+ Reducing the current lead time from 7 weeks to 9 working days
CWU engagement on ways of working - Proposals now submitted to CWU regarding
essential Job Description changes, essential team standards changes and amendments to
excess worked hours position.
Document retention strategy and R&B visit threshold — Additional proposed
ions going to Retail ittee proposing changes t ay.docume!
Status
In progress
Complete
In progress
In progress
(proposal
with CWU)
In progress
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Planned Owner
completion
date
July 2024 Mel Park
June 2024 Pete
Marsh
July 2024 Pete
Marsh
July 2024 Pete
Marsh
Currently live Pete
Marsh
Postmaster Onboarding
‘Onboarding time (days)
118
Previous period: 114
Onboarding overall
satisfaction rating
88%
Previous period: 89%
Onboarding time (days)
147
138
4
128 Li
120 120 16
108
L 1 I I Hl al
2324P07 232 2324P1 2
2324P03 2324P04 2324P05 2324P06
Onboarding overall satisfaction rating
ao e
2324P09 2324P10
2 ©
os of, o®, oF gy ae of at? oe
s oe
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Commentary
The overall timeline for P3 has
increased by 5 days vs P2 to 118.5
days (still within the 120 day KPI),
despite a 11 day reduction in the
time taken from the original link
being sent out to FA submission -
suggesting we are now seeing the
benefit of the additional
reminders/communication put in
place last month.
The main driver of the overall
increase is an additional 9 days it is
taking for financial assessments to
be processed due to a 30%
increase in applications, alongside 1
of the 2 assessors being on sick
absence.
Increases of c. 2 days each were
returned in each of the other areas
- back in line with P1 performance.
Customer Satisfaction scores
remain high, with 16 of the 18
responses received YTD being
positive, returning overall
satisfaction of 88% and all
categories scoring >86% for the
third successive month.
We have seen a decline in
responses (2) as a result of no
longer sending out requests via
SMS. 9
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Postmaster Training
Commentary
New PM training - New PM training - New PM - confidence after e-learning and classroom training . .
confidence after confidence after Ce The confidence after eLearning
e-learning classroom learning measure saw a decrease of 2.7%. The
ses 9% tie 0 97% method of measurement changed in P1,
82.0% 949%
so it is difficult to currently say which
result is more typical of baseline
Previous period: 84.7% Previous period: 96.7% performance or not.
2324003 2324P04 2304005 2324006 2324007 2324P08 2324709 2324P10 2324PI1 2324PI2 242SHO1 24VSPOR 2a2se03 -CONfidence after classroom saw a slight
decline, but it still tracking very
Branches engaging Classroom training - Classroom training - % capacity well. Confidence in the trainer
with training (last 12 % capacity and training is very positive,
months)*
0 Branch engagement saw a slight
3707 61.2%
Previous period: 53.1%
Previous period: 3766
decrease of 59 against the
previous period
Classroom utilisation saw an increase of
8.1%. This was positively impacted by
strategic partnership branch training as
oo os? os o gt of of x! os ae oo Pa well as Area manager and Business
i aod ra v ee support managers attending classroom
training to upskill their own
operational knowledge.
* Measure is unique branches which have accessed training via BH, LMS, classroom or onsite visit
(excludes onboarding cases) 10
Postmaster Complaints
No. of new complaints % of complaints resolved
within 10 days
90.1% ¥
Previous period: 93.3%
367 A
Previous period: 255
Complaints created by type - Top 5 (Latest period)
Royal Mail
Parcelforce
PUDO
Branch Finder Services
Possible Customer Complaint
Commentary
84
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Open Complaints
at end of latest period
Age of open complaints
A 0-10 Days I 11-30 Days I 31-90 Days I 90+ Days
ail 6] 3
Previous period: 58
Complaints created by type
Main call drivers of Top 5 (latest period)
L3 Category La Category LU Total
Royal Mail Failed Collection - Resolve Locally 47
Royal Mail Failed Collection - Local No Answer 10
Parcelforce Failed Collection - Escalation (Parcelforce) 22
Parcelforce Failed Collection - 1st Call Resolve Locally 19
PUDO ‘Amazon Non Collections 30
PUDO DPD Non Collection 5
Branch Finder Services Incorrect Opening Hours 35
Possible Customer Complaint Possible Customer Complaint a
(Complaints resolution performance remains positive to the 85% target with 90% closed within the 10 day SLA period.
Open complaints are marginally higher going into P4 however, 50% of these were recently received (less than 10 days). Failed collections in branch from Royal Mail
and Parcelforce remain key drivers of contacts into the team.
* Target is 82% of complaints resolved within 10 days
11
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Cash Management
Cash and Stock Management
Outward Cash Discrepancies
Number found in Cash
Centres
14
Previous Period: 20
Total Value
£2.7K
Previous Period: £7.7K
Average value
£189.64
Previous Period: £385.20
Inward Surpluses
Number found in Cash
Centres
4461
Previous Period: 4159
Total Value
311.9K
Previous Period: 274.3K
Average value
£69.91
Previous Period: £65.96
Inward Shortages
Number found in Cash
Centres
3503
Previous Period: 3155
Total Value
-413.6K
Previous Period: -514.8K
Average value
-£118.08
Previous Period: -£163.17
Inward Counterfeits
Commentary
Only 1 of the Outward discrepancies was as a result of an error at the cash centre
(£2000 - surplus). The improvement plan implemented in P12 has continued to
reduce cash centre packing errors. The other 13 discrepancies are all shortages (£700).
Four discrepancies reported by branches (£397 in total) are being investigated
(all coin).
The slight increase in Inward surpluses, shortages and counterfeits reflects the
increased values being returned in P3.
The average weekly value returned increased by £41m per week to £482m
Number found in Cash
Centres
765
Previous Period: 653
Total Value
-£29,365
Previous Period: -£28.6K
Average value
-£38.39
Previous Period: -£43.84
‘age of Pouches Containing
Discrepancies
7.2%
Previous Period: 7.4%
Number of Pouches Containing Counterfeit Notes by Period
1521
1482
1049 1024
89% 844 «879
ee “LL “LL “1 I
2324- 2324- 2324- 2324- 232h- 2326- 2926- 2324- 232h- 2324- 225-225-2425 -
Pos) POA = POS, POSS POT, POBSPOPPIOCPT Ss PTZ POLS POPU
Period / Year
12
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Cash Management (continued)
Cash declarations
Percentage of Successful Percentage of Successful Cash Declarations by Period
Cash Declarations
92.1% 93.2%
924%
916%
90.7%
93 2% A anim 876% 89.5% 89.9% 89.7%
. 0 88.3% BB2% 88.6%
Previous Period: 92.4% II II i” [I I i
2023P03 = 2023P04 2023P05 2023P06 2023P07 2023P08 2023P09 2023P10 2023P11 2023P12 2024P01 2024P02 2024P03
Commentary
A further increase in successful cash declarations seems to be an indicator of the success of operational excellence initiatives, and preparation for the
forthcoming remuneration incentive.
13
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The volume of Transaction Corrections was up from last period
Transaction Corrections
at 10,150. The increase is due to the increase in shortages and
‘Transaction Corrections surpluses found in cash returned to the cash centre in P3. This
volume accounts for 75% of all transaction corrections issued.
No. of Transaction Corrections Issued Value of Transaction Corrections Issued
10,1504 £5.77M & Aged open items have reduced to 1138 lead primarily by the
Pas Eee aoe eaten Ftc ZOE resolution of the debit card issue which contributed to elevated
volumes during P2. Reductions also seen in cash items where levels
No. of Transaction Corrections Issued
were also elevated last period, reducing 17% in P3.
x
= 5 5
68K
es ¥€ -*
< Bx
< 3 3 Sx Fy
¥
I I I : °
2023P03 2023P04 2023P05 2023P06 2023P07 2023P08 2023P09 2023P10 2023P11 2023P12 2024P01 2024P02 2024P03
Product @ All Other @Camelot @Cash Rems Branch Aged Open Items (CFS)
No. of Transaction Corrections I I No. of Transaction Corrections for Other Top 10 Products Aged Open Items (CFS)
for Cash Rems from Branch
9
7.68K
634K]
360
287305
an
150} :
87 83 5, 80 82 75
3.0K
31K
Fd
25K
2.5K
2.1K
24K
x
N° «
7
22x
WM 25k
ral
Mosk
Mm 26x
im
Mm 20
on
ee
1.920
1.328
1
ll i
Cash
Rems Suspense Cheques Online Bureau Stock - Automat. Dropand ATM Debit
Branch ToIPSL Banking Non Rem Payments Go Cards
Period @2024M02 @ 2024M03 Period @2024M02 @2024M03
Value is debit and credit figures totalled together (not net) 14
Transaction Corrections (continued)
TC Acceptance - Review & Di:
No. of TC's Accepted to Review or
Dispute at Trading Period End
441 4
Previous Period: 294
Value of TC's Accepted to Review
or Dispute at Trading Period End
£2.1M 4
Previous Period: 877.1K
Net Value of TC’s Accepted to
Review or Dispute at Trading
Period End
£270K 4
Previous Period: -£587K
jute
No of TC's Accepted to R&D by Value Bracket
£100k+ ff 2
ssoet0 €100% ff 3
£25k to £50k J 12
£10k to £25k If 2
eskto £10k [i
£ik to £5k
£500 to £1k
£100 to £500 I «:
soko £100 iy
-£100 to -£500 Ts:
-£500 to -£1k Jn
-£kto -£5k 2
-£5k to -£10k ff
£10k to -£25k I 10
£25k to -£50k J 12
-£50k to -£100k ff 3
— wq9q — up >
Value of TC’s Accepted to R&D by Value Bracket
£10k to £25k J ezax
eskto £10k J <22«
erkto 65k QR csc
£50010 £1k [J e25«
£100 to £500 ff eax
£0kt0 £100 I 2K
-£0to-£100 I #5K
-£100 to -£500 ff e1sk
£500 t0 -£1k ff esx
-£1k to -£5k RE e101
-£5k to -£10k £32k
£10k to -£25k I cron
-£50k 10 -£100k I cis
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The volume
and value of Transaction
Corrections has increased
since last period. The highest
value of TC's have been
issued for cash
and ATM dispensed figures.
15
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Discrepancies and Postmaster Accounts
Total No. of
Discrepancies Declared at
Trading Period End
4,668 ¥
Previous Period: 4,709
Total Value of
Discrepancies Declared at
Trading Period End
£5.8M 4
Previous Period: £4.2M
Net Value of
Discrepancies Declared at
Trading Period End
-£3M Y
Previous Period: -£419K
No. of Discrepancies Declared
5103
5060 soos B55,
4877 4a 3
4808 as 4n2 867 4853 4864 7
_
2023P03 2023P04 2023P05 2023P06 2023P07 2023P08 2023P09 2023P10 2023P11 2023P12 2024P01 2024P02 2024P03
No. of Declared
Discrepancies Balanced
at Trading Period End 1
3,998 A
Previous Period: 3,977
Value of Declared
Discrepancies Balanced
at Trading Period End1
E4.1M4
Previous Period: £1.2M
Net Value of Declared
Discrepancies Balanced
at Trading Period End1
-£2M ¥
Previous Period: -£37K
No. of Review or Dispute
Discrepancies Declared at
Trading Period End
670 ¥
Previous Period: 732
Value of Review or
Dispute Discrepancies
Declared at TP End
£1.7M¥
Previous Period: £2.9M
Net Value of Review or
Dispute Discrepancies
Declared at TP End
-E589KY
Previous Period: -£382K
L.Discrepancies Balanced refers to the proportion of total declared discrepancies where
the Postmaster has balanced by putting in the cash or taking it out.
Value of Discrepancies by Type
General Type @Discrepancies Settled Locally @Review/Dispute
£5.5M So
£52M 41M gagmq 47M «EGTMguSM KOM ELEM gy gy 50M ong
202303 2023P04 2023P05 2023P06 2023P07 2023P08 2023P09 2023P10 2023P11 2023P12 2024P01 2024P02 2024P03
Commentary:
* Discrepancies declared (4,668) were lower than P2 although keeping in line
with (non-peak) 4-week trading periods.
* Review or Dispute (R or D) button presses (670) decreased slightly from P2
(732) and remain in line with previous 4-week reporting periods. R or D
presses YTD are 10% higher than FY23/24.
16
Discrepancies and Postmaster Accounts (continued)
No. of Review or Dispute
Discrepancies Declared at Trading
Period End
670 ¥
Previous Period: 732
Value of Review or Dispute
Discrepancies Declared at Trading
Period End
£1.70M"
Previous Period: £2.95M
Net Value of Review or Dispute
Discrepancies Declared at Trading
Period End
-£589K’
Previous Period: -£382K
No. of R&D Discrepancies by Value Bracket
£s0kto £100k
£25k 10 £50k I 3
£10k to £25k ff
£5k to £10k I 3
erkto 5k [2
£500 to 1k (I) 2
£100 to £500 A «s
sok to £100 J «s
£010 -£100 I 10:
-£500t0 -£1k IT vo
fikto ck TT +
-£5kto -£10k J 6
£10k to -£25k ff
£25k 10 -£50k ff
-£50kt0 -£100k ff
-£100k+ I 1
snjding —>
<— a6ez10yS
Discrepancy by Value Bracket
50k to £100 I «300%
25k 0 £50k JR ev1x
£10k to £25k [BY c40x
£5kt0 £10k ff erex
stkto £5k J esx
£5000 £1k I ers
£100 to £500 ff e13x
£0k to £100 I e2x
-£0 to -£100 I £5K
£100 to -£500 A esux
-£500t0 -£1k [70x
-£1kto -£5k I 17x
-£5kto £10k RE er22x
£10k to -£25k esx
£25k 10 -£50k I e125«
e100 EE csc
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Commentary:
* Review or Dispute button
presses (670) decreased slightly on P2
(732) and remain in line
with previous 4-week reporting
periods. Button presses YTD are 10%
higher than FY23/24.
* Value of discrepancies declared
reduced from £2.95M
to £1.70M. Volumes continue to be
influenced by high value discrepancies
identified at Branch Assurance Visits.
17
Postmaster Provisioning
Former Postmaster
Provision
Current Postmaster
Provision
‘IRRELEVANT y
Previous Perioc
Multiples & Strategic
Partner Provision
HIRRELEVANT IW
Total Provision and Movement by Period
tal Pr @Mo
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Current Postmaster:
Provision decreased by £0.4M in P3
+ £0.5M entered provision in
P3 becoming >60 days old
+ (£0.4M) moved to Former account
+ (£0 ance
resolved through either
write off/TCs/repayment
+ (£0.1M) reduction through negative
discrepancies and transaction
corrections
Former Postmaster
Overall balance increased by £0.5M in
4M previously provisioned within
Current PM provision
+ £0.1M new debt in relation to
Formers/currents
who became formers
in P3
Multiples / Strategic Partners:
sion decreased by I!RRELEVAN
accounted for through: _
+ Repayments of
+ Negative discre
corrections of
icies/ transaction
18
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Accounting Dispute Resolution Commentary:
No of discrepancy cases Assigned:
No. of discrepancy cases assigned for investigation and completed, by period + 673 new cases were assigned in P03, progress
continues in reducing the legacy aged open position.
Case escalations are 10% above average in relation
to YTD FY23.24.
Incoming cases are expected to increase due the
increased Branch Assurance Visit’s (BAV's) planned
967
918 892
750
660 673
Las 574 591 599
452 471 485 ‘1 521 as Operational Excellence activities ramp up. To give
Pe 405 32 402 414 406 358 407 364 context in Period 2 there was 24 BAV visits, in
Period 3, there was 52 BAV visits. Priority focus is
on the high value discrepancies relating to the Final
account (FA) postings to the Postmasters customer
account after the Branch Assurance Visit.
Volume Assigned @Volume Completed
2023/24 - 2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2024/25- 2024/25- 2024/25 -
P04 POS P06 Po? Pos P09 P10 Pit P12 Pot Po2 P03
Volume of Resolved Cases:
Open Investigations by Period (incl over SLA)
1032 1031
Open Investigations By Period:
* Atthe end of P03, there are 1031 open
@Open Investigations @ Open outside SLA (data available from P7) * 599 cases were resolved in P03, We continue to see
investigations,
* There are 755 cases over the 20-day SLA, The
increased time handling of cases due to the
recommendations implemented following A&C!
780 789
733
/ I i teams focus continues to be on reducing the aged
2023/24 - POA 2023/24 - POS 2023/24 - PO6 2023/24 - POT 2023/24 - POS 2023/24 - PO9 2023/28 - PI 2023/24- P11 2023/24 - P12 2024/25 - POI 2024/25 - PO2 2026/2: position. The team have reduced the open position
assurance.
within the old legacy process by 31%, from 160 to
111 open cases. 19
Accounting Dispute Resolution (continued)
% of Investigations Resolved in SLA (20 days) w Review end Dispute
ive in P10 23/24 FYTD)
73%
67%
58% 57% iis ATM 78
aie 53% 56% Stock 85
ay 20%
a Cash 1332
2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2023/24- 2023/24 2023/24- 2024/25- 2024/25- 2024/25-
Pot POSS] Piz POT P02 P03. «Ch WStock @ATM @Latery Winking
66%
(Open PAST Cases (Pre & Post Investigation) and Open Pre Investigation over SLA (12 weeks)
FAST fre @PAST Pot @' Pe AST oui SLA
2410
124/25 - POY 2024/25-PO2 2024/25 - POS
1%
2023/24 POS 2023/24 -PO6 2023/24-PO7 2023/24 POB 2023/24-PO9 2023/24-P10 2023/24- P11 2023/24 - P12
Investigated Cases resolved by cause (Top 5 by L2
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Commentary:
* SLA performance in the new process was
above target with 87% resolved within 20
days. Overall performance was impacted by
cases resolved in the legacy process that were
in an aged position resulting in a combined SLA’
of 67% for P3.
Investigation cases resolved by cause:
* 92% of cases closed YTD relate to inaccurate
accounting (e.g. not performing an accurate or
physical count of cash or stock). Work
continues under Operational Excellence to
support branches.
Open PAST Cases:
* Cases investigated and sent to the Postmaster
Account Support Team have increased, the
majority of these are waiting on TCs to be
issued before they can be resolved. The new
ways of working has resulted in decreased
volumes, cases are moved into the Investigation
team after 42 days.
20
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Network Monitoring and Branch Assurance Support
Network Monitoring pro-actively supports Postmasters, focusing on reducing losses and driving compliance.
A risk model highlights branches failing to perform compliance tasks, such as completing a Trading Period or failing cash declarations. If a branch is flagged in any
category, Network Monitoring will create a case and look at all areas of compliance at that branch.
If the results indicate that the branch needs support, the most suitable support will be offered (i.e. a call to coach the branch on the issue, a support call or visit or
a branch assurance visit).
Commentary
Network Monitoring
High level of annual and sick leave
during this period reducing
220 226
195 19%
182 172 170
158 164 159 A ‘
Liss 47 the available working hours.
1 5 9 Vv 90 Currently recruiting 3 permanent
. . roles and 1 fixed term contract to
Previous Period: 194 over mat. leave.
2023P03 2023P04 2023P05 2023P06 2023P07 2023P08 2023P09 2023P10 2023P11 2023P12 2024P01 2024P02 2024P03
No. of Network Monitoring I I No. of Network Monitoring Cases
Cases
Branch Assurance
No. of Branch Assurance No. of Branch Assurance Activities by Type Higher levels of BAV's than previous
Activities months due to Tesco pilot BAV visits
No. of Support Calls/Visits @No. of Branch Assurance Visits (these have a lower cancellation rate)
47
At the time of writing recruitment is
A 30 30 32 27 33 27 2 29 i
og 25 18 ro 23 5a 23 now underway for another admin
F : = 13 ae I 13 = 9 J resource focused on booking Branch
Previous Period: 24 at
II I_I I Assurance visits to support the
2023P03 2023P04 2023P05 2023P06 2023P07 2023P08 2023P09 2023P10 2023P11 2023P12 2024P01 2024P02 2024P03 prospective visit
proposal being submitted to Retail
Committee
1. Note that there is a lag between branch assurance and support visits and calls being an outcome in the top graph and being carried out
21
Contract Suspensions
Contract suspensions
2
1 1
Lh I x II 2
a a y se a ° oY gt go gt a
bes be be
oe - - oe ot yw os
Average Suspension Duration
(Open Cases - All)
389 ¥
Previous period: 455
Average Suspension Duration
(Closed Cases - All)
Contract reinstatements*
9
NA YW
Previous period: 400
"Rolling last 12 periods
Suspensions by reason*
Operational Irregularities
Admitted use of Post Office funds
Postmaster charged with financial ..
Escalating Discrepancies I 1
Average Suspension Duration
(Open Cases - Excluding Police
Investigation)
145 4
Previous period: 128
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Two suspensions in the period, one where there was an admitted use of Post Office funds and one where operational irregularities had been identified following an
investigation into a branch discrepancy. The total discrepancy shortfall across these two branches was £893,414.
‘An additional metric has been added to illustrate the average length of suspensions open at the end of the period, one figure including those postmasters who have been
charged with criminal offences and one figure without it. Not included in these figures is an additional suspension that relates to a suspended postmaster who was also a
claimant under the GLO. Post Office is currently working with the Postmaster's legal representation to reach settlement, however this is tied up with wider obligations under
the GLO Settlement Deed and so a conclusion has been delayed.
22
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Contract Terminations and Decision Review Panel Cases
Contract terminations (by notice and immediate) Terminations by reason* No suspensions were
concluded in the period,
meaning that there are
now 10 open
suspensions at the end
Loss of Valid Property Interest 4
of the period.
‘@ Contract Terminations (By Notice) @ Contract Terminations (Immediate)
3 3 Admitted use of Post Office Funds
Postmaster Request (notice to leave) A termination decision
omens I ° ota mghd
scalating Discrepancies .
’ ° reviewed through the
a CE] : Decision Review
ranch performance issues 4
Process with the
decision to terminate
being overturned by
Decision reviews ‘YY & ++ I Decision review outcomes* h LS
‘@Suspension Decisions Reviewed @ Termination Decisions Challenged @ Suspension @ Termination the panel. Steps are
now being made to
3 303003
reinstate the
18 ii
Upheld postmaster with the
: z 2 appropriate support
and training. Two
, . 4 F Further Review . _
0 suspension decisions
0 were reviewed with
C) 0 0 0 00 00 0 Overturned ‘the decisions to
" o “ ‘a :
suspend assured
‘through the Decision
Governance
Committee.
*Rolling last 12 periods
23
Glossary
4 week periods
Section Metric Explanation
Pnboarding Onboarding satisfaction Customer satisfaction on onboarding journey, ease of process, support and information provided
(Onboarding application journey timeframe. Application, financial assessment, financial assessment
Pnboarding Onboarding duration review, suitability assessment to agreement issue and return
he proportion of positive responses (a score of 7 or more) from postmasters confirming their
[Training Confidence after e-learning _fonfidence level across key areas after training
Confidence after classroom he proportion of positive responses (a score of 7 or more) from postmasters confirming their
[Training training -onfidence level across key areas after training
Branches engaging with [The number of branches which have engaged in the past 12 months as at period end, looking across
[Training training Branch Hub, classroom, LMS and face to face interventions.
capacity filled in refresher
[Training raining sessions [The percentage of attendees compared to full capacity of classrooms
jumber of Postmaster
Postmaster Complaints {Complaints received [The number of complaints received during the period
‘of complaints resolved withinIThe proportion of complaints resolved within 10 days as a total of total of complaints resolved in that
Postmaster Complaints [10 days period.
Cash Management
folume of outward cash
discrepancies reported
jumber of pouches containing discrepancies, sent to branch
Cash Management
/olume of inward surpluses
found
lumber of pouches containing surpluses, received from branch
cash Management
folume of inward shortages
found
umber of pouches containing shortages, received from branch
cash Management
folume of inward counterfeit
notes found
lumber of pouches containing counterfeits, received from branch
[Cash Management
Percentage of pouches
containing discrepancies
Percentage of total pouches that contain a discrepancy
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5 week periods
24
Glossary
[ash Management
continued)
Metric
Percentage of successful cash
declarations
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4 week periods
Explanation 5 week periods
(ut of the expected number of branch cash declarations for the period, this is the percentage of
branches that declared the cash in all of its stock units before 7pm (i. successful declaration)
[Transaction Corrections
folume of total TCs
[The number of transaction corrections issued to a branch during the period
[Transaction Corrections
[Total value of TCs
[The absolute value of the transaction corrections issued to a branch during the period
[Transaction Corrections
folume of cash remittance TCs
[The number of transaction corrections issued to a branch during the period, relating to cash
remittances.
[The total number of items across CFS and Dynamics that were open at the end of the period and agedI
[Transaction Corrections olume of aged openitems _bver 45 days
Discrepancies and /olume of total reported
Postmaster Accounts discrepancies [The number of branches declaring a discrepancy at the end of a trading period
iscrepancies and alue of total reported
Postmaster Accounts discrepancies (abs) [The absolute value of the discrepancies declared at the end of a trading period
Discrepancies and
Postmaster Accounts
/olume of Review or Dispute
discrepancies
[The number of branches declaring a discrepancy at the end of a trading period, who use the "Review
r Dispute" option
Discrepancies and
Postmaster Accounts
lue of Review or Dispute
discrepancies (abs)
IThe absolute value of the discrepancies declared at the end of a trading period, where the "Review or
Dispute" option was used.
Piscrepancies and
Postmaster Accounts
increase in amount provisioned
postmaster balances
IThe change in the cumulative provisioning total from the end of the previous period. Any current
postmaster balances, less promises to pay and credits, and all multiple/strategic partner balances, are
moved into provisioning after 60 days. Alll former postmaster balances are moved into provisioning.
25
Glossary
Accounting Dispute
continued)
Metric
/olume of discrepancy cases
4 week periods
Explanation
Resolution received for investigation [The number of cases assigned to Triage, Tier 2 or TC Disputes during the period
[Accounting Dispute folume of discrepancy cases
Resolution completed [The number of cases closed during the period
Accounting Dispute
Resolution
(Open Investigations by Period
(incl. over SLA)
[The number of discrepancy case reviews that were open at the end of the period
Accounting Dispute
Resolution
Percentage of Investigations
completed with SLA (20 days)
[The percentage of discrepancy review cases that are resolved within 20 working days.
Accounting Dispute
Resolution
(Open PAST Cases (Pre & Post
investigation) and
[The number of cases assigned to the Postmaster Account Support team that were open at the end of
he period
Accounting Dispute
ercentage of open pre
investigation over SLA (12
IThe number of PAST cases that havent been assigned to Triage, Tier 2 or TC Disputes within 12
Resolution jeeks) jeeks, as a percentage of the open PAST cases
lumber of Network Monitoring
letwork Monitoring cases [The number of cases opened during the period
Branch Assurance Support
lumber of branch assurance
activities
[The number of branch assurance calls or visits registered during the period
[Contracts
Number of suspensions
[The number of Postmasters that were suspended during the period.
Average suspension duration
[The average duration of suspension, based only on those suspension cases that were closed during
Eontracts (cases closed this period) the period
(Average suspension duration
Kontracts (open cases) [The average duration of suspension, based on all open suspension cases at period end
ie number of Postmasters that were terminated (either following or not following suspension)
Eontracts jumber of terminations HJuring the period.
Eontracts lumber of decision reviews _IThe number of decision review requests received during the period
Decision reviews upheld
[Contracts (cumulative)
(Of the previous 12 months of decision reviews, this is the percentage that were upheld
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5 week periods