Operations
Manual
Version 4.0 I Shared in commercial confidence I July 2024
Welcome to your new-look Operations Manual.
This manual is to help you manage your branch and share key operational processes and guidance with
your team.
Please use it as your main guide to day-to-day branch operation. It also sets out your responsibilities and
obligations in various areas as an employer and business owner.
We asked Postmasters what you wanted to see in this manual and Postmasters have been involved
throughout the process as we created, edited and delivered it Thank you for all your brilliant guidance.
This is now one Operations Manual for all Postmasters ~ until now we had different versions for different
branch and contract types. It will be easier for us to update it more often and make sure it stays accurate.
We hope you find it useful, clear and easy to follow. We've tried to reduce the amount of text and simplify
the wording and design, and we've removed information that’s no longer needed or was out of date.
There's a more logical structure and you can click straight through to the section you need to make it easier
and quicker to find — no need to scroll through all the pages.
It's on Branch Hub and that’s where we'll update it, but you can of course print the manual if you wish to.
We've kept each section separate so it'll be easier for you to print off when a section gets updated.
There's some information in here that you may have seen in other guides. We plan to reduce this, so over
time you may no longer see some of the other guides that are currently in use. This Operations Manual
is now your ‘go to’ guide for managing your Post Office branch.
We will keep it updated regularly and we welcome feedback and suggestions for further improvements.
Martin Roberts
Group Chief Retail Officer
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Contents
a
o9 I
26]
46]
78 I
Section 1 Introduction
Purpose
Post Office Overview °8
0s
Section 2 The premises
Branch standards 10
‘Opening hours 3
Equipment is
The Branch premises 20
Section 3 Customer
36
Mystery shopping s
Section 4 Training and your team
Your team
Regulatory obligations and compliance training
Operational training
56
67
Section 5 Operating the branch
Cash management
Stock management
Ordering stores
Daily checks and procedures
Weekly checks and procedures
Monthly checks and procedures
79
88
93
04
107
108
109 I
117 I
128 I
169 I
173]
Section 6 Branch accounting
Daily accounting
uo
Weekly accounting io
Monthly accounting,
113
Section 7 Products and services
Growing your business
Mails and mails products “
Bankin a
id 322
Bill payments oe
Travel services oe
Financial services oe
Government services
Other products ve
. 27
Section 8 Supporting You
Support available
Secunity support, ae
y 139
Marketing support os
Wellbeing support
kK ou wea an
eeping you update tes
We're listening
165
Section 9 Understanding performance
Sales performance at
Operational performance 7a
Remuneration a2
Branch messages 172
Section 10 Apendix
Branch telephone tine
ielucn rere ve
rec cers
Conte th cer a
Pattat ees
is
Deen recon
Equality act bei
i
Freedom of information
186
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Section 1
Introduction
e Purpose of the Manual
e Post Office overview
Version 4.0 I Shared in commercial confidence I July 2024
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5 © reading time 1 min
Purpose
Welcome to your Postmaster Operations manual. This guide
aims to provide, clear and comprehensive support for you,
as a Postmaster and your Post Office team.
There is everything in here that should help you to achieve
Operational and Commercial excellence. We know you want
to thrive as a Postmaster in your community and we hope this
guide helps you along the way.
There will almost inevitably be occasions where you may need
more in-depth support, and this guide includes who those go-to
people or teams are should you need the support.
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Like most businesses, there is an awful lot to take on and we
want you to be confident and empowered to ensure your Post
Office is the best it can possibly be, but please always reach
out to those support services outlined should you need to talk
something though in more detail.
Of course, you can continue to use this manual as a ‘look up
guide’ when you encounter something that is out of the ordinary
or you have just simply forgotten something!
We hope you have a long, successful, and exciting career
as a Postmaster!
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6 © reading time 5 mins
Post Office overview
The Postmaster Contract
This Operations Manual is a key part of your contract.
As a Postmaster, whether you are an individual or part of a limited company, partnership
or limited liability partnership, you have a contractual relationship with us for the operation
of the branch. This contract sets out your obligations as postmaster, and our overriding
duties too,. if you (or any party to the agreement) wish to refresh your memory about
this information. However you decide to manage your branch, whether providing personal
service or not, we want to support you in meeting these obligations.
The contract you have will also depend on the type of branch you run, whether it’s a Main
(which generally has standalone counters), a Local (where the setup typically features a
single counter located within the retail area) or the more traditional SPSO. With this you
may also be offering further services through a mobile, hosted or partner outreach or a
mailwork service.
If you don't have a copy of your contract please contact the Branch Support Centre.
Those are the core types of Post Office branch, but there are other formats too.
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Banking hubs:
Banking Hubs are a bank-initiated solution to support communities with access to cash and
banking. Banking Hubs are operated by Post Office and shared with the major high street
banks. They offer a dedicated counter for cash services, allowing customers to withdraw
and deposit cash easily. Additionally, customers can speak to their local community banker
for help with more complicated transactions such as mortgages, loans, pensions etc on a
dedicated day of the week.
Drop & Collect:
Drop & Collect is a lighter Post Office branch format that offers parcel collections,
returns, prepaid online mail products, and often also Payzone bill payment services.
It provides customers with a convenient location to pick up and drop off their online
shopping or send their prepaid mail - including parcels - easily and quickly. The format
also benefits retailers with limited space as there is no need for a dedicated Post
Office counter because transactions are carried out on a small handheld device that
sits on the retail counter.
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Banking Hub
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Post Office network
af
Post Offices 99% of households in the
providin ervices country live within 3 miles of
oss the i
UK for more than 380 years. a Post Office.
ete ere etn The largest retailer in the UK
branch or online.
1 in 3 people visit other high
street locations — like pul
shops - on a trip to their p
office or online.
impact in the community by
the Association of
ACS) the only retailer in each
ation and every community
across the UK.
£4.7 billion generated by Post its to Post Office
in economic impact s result in money
throughout the UK in 2021-22 - spent in neighbouring
greater than Heathrow Airport shops and premises.
by supporting nearly 50,000
full-time equivalent job
£3.1 billion generated
in additional local spending
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Section 2
The Premises
e Branch standards
e Opening hours
e Equipment
e The Branch premises
Version 4.0 I Shared in commercial confidence I July 2024 ‘
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10
Branch standards
Shop exterior
The importance of ‘kerb appeal’
General housekeeping
Some tips and ideas on presenting the branch
Retail counter
Making a good impression
The ‘WISH’ test
Viewing your branch through the customers’eyescustomers’ eyes
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Branch standards
As business owners running a retail offer alongside a Post Office, you will already know and carry out much of this information day in, day out.
We've still included this guidance should you or your team wish to refer to it, and to suggest ideas when you review your business and look to
spot any opportunities to improve.
Shop exterior
The shop exterior is an opportunity to create a good first impression of your retail business and
encourage customers to come in.
To strongly promote your business, we recommend the following best practice also used by other
retailers:
1. Clean shopfronts and windows.
2. Working lights and illuminated signs.
3. Removing old Sellotape or sticky tape.
4. Removing of duplicate notices such as payment methods, third party messaging and only
displaying essential messages such as your opening hours.
5. Only showing main promotional messages as too many will confuse and distract.
6. Making sure any posters or notices are in date and in good condition.
General housekeeping
When there are good standards of housekeeping across the whole shop customers will be
satisfied, they're getting good value for their money. It also makes it easier for them to shop and
for you to manage too. A clean, tidy, and well organised shop floor using the display standards
below could will help drive more sales for you:
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12
1. Clean fixtures and floors.
2. Clear, uncluttered floors.
3. Products full and lined up to shelf edges.
4. Products clearly signposted and priced.
5. Internal lights working.
All the above will help to keep your retail shop looking at its best.
Retail counter
To offer a quick, efficient service and leave customers with a positive impression, counters
should be clean, tidy, and well laid out. It's tempting to place lots of different items or messages
on counters to try and increase sales but it's important to remember it's a service area and
should be clutter free to allow transactions to easily take place.
1. Items at the counter should be kept to a minimum.
2. Clean counters free from paperwork will give customers more space.
3. Remove leaflets or keep them to a minimum.
The WISH test... Would I Shop Here?
Viewing your branch through your customers’ eyes
Think like a customer by doing the WISH test and ask yourself some important questions about
your shop...
« Does the exterior look professional, organised and inviting to make me want to walk in?
* Domarketing messages and offers stand out or is there too much visual clutter?
* Can! quickly see when the shop and Post Office is open?
* Can I easily walk around the shop and is it organised in a logical way?
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Opening hours
How and when to make changes
Who to contact and how?
Keeping up-to-date with Google
How to update on any opening hour changes
Temporary branch closure
Process for a temporary closure
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How and when to make
changes
Permanent changes
out the
the
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15
Temporary changes
« Where the request is for a temporary change of hours, a review
will need to take place every 3 months.
« For short-term temporary changes (up to 4 weeks), the full review
process will not apply but it still needs to be logged with the issue
resolution team for follow-up after the first 4 weeks.
« — If a continuation of the reduced hours is required, then it goes to
the full process.
* All temporary changes will automatically revert to the original
hours unless a follow-up review is completed with the Issue
Resolution Team being notified.
Safe time-lock change
Where the request results in a safe time-lock change, the Postmaster
will be liable for the charge. .
Turn-around time
«There is a 28-day turn-around time for any confirmed reduction in
hours.
« The new hours will take effect 28 days from the request being
confirmed by the Issue ResolutionTeam.
* There may be exceptions to this that will be considered on a case-
by-case basis.
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Keeping up-to-date with
Google
If Post Office has ownership of a listing on Google, we can then sync the opening hours with Branch Finder. So, when a change to Branch
Finder is made through the Branch Support Centre it will also be published on Google Business Profile. The change will also be published on
Bing, Apple and more than 50 directories, ensuring that customers can easily find correct information whichever one they use and avoid wasted
journeys.
If you are the sole owner of your Google Business Profile, then you would need to update that profile with any changes to your business
opening hours. This link explains how to do this: https://vimeo.com/551800649/b64e92dbfc
For help and support on how to boost your digital presence, please click on this link:
Digital presence - Google My Business ~ Boosting your digital presence (postoffice.co.uk)
Google
Business Profile
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17 © reading time 1 min
Temporary branch closure
If you need to close the branch either in an emergency or on a short-term basis, please make sure you call the Branch Support Centre (BSC)
The advisor is likely to ask some questions to gain information about the closure, and these include:
+ Name of caller and an alternative contact number.
+ Date and time of closure.
« Date and time of re-opening (if known).
+ Reason for the closure.
If something needs to be reported to a third party (such as IT, cash centre, Grapevine etc) they will ask you to make that call as this can help
with resolving the relevant issue.
They may also ask you to complete some additional tasks such as mails despatch but only if this is safe to do.
Please record the reference number from the advisor and remember to call the BSC back once the office is re-opened.
If you can also call your field team support (Area or Business Support Manager) they will be able to let nearby branches know about the
closure.
Further information is also available on branch Branch Hub for planned closures that will be less than 24 hours at:
(Service Catalog - Branch Hub Portal (postoffice.co.uk). This also includes a link to produce temporary branch closure posters to help you let
your customers know.
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Equipment list
Please see below a table of Post Office branch equipment, what it is used for, links to self-help videos or manuals and the helpline to
contact if you need any further support with the equipment.
Horizon - back
office printer
Paystation
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Description
The printer that is on your counter that prints
out your receipts and labels.
The printer that is on your counter that prints
out your receipts and labels.
The safes provided by Post Office Limited
that hold your Post Office cash and stock.
Counter scales that you use to weigh the
letters and parcels your customers wish to
post.
Post Office issued Paystation that is on your
Post Office or retail side, which is used to
transact bill payments, top-ups etc.
Equipment Troubleshooting
Guide.pdf (postoffice.co.uk)
Equipment Troubleshooting
Guide.pdf (postoffice.co.uk)
Security Operations Guide
August 2023.pdf (postoffice,
couuk)
Security - How to reset
counter scales (postoffice,
co.uk)
Equipment Troubleshooting
Guide.pdf (postoffice.co.uk)
Grapevine
Grapevine
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‘ATM (automated
‘eller machine) *
Free Cash
‘Amazon phone*
Tablet!
TCR (teller cash
reeyel
=e
TCR (teller cash
recycler) *
be
Note counter pitat*
* Not in all offices
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ter)*
»
eA
‘A cash machine that can be installed either free-
standing internally or in a wall for external use
The dedicated handset that is used to transact
and register items that are delivered, collected, or
returned via Amazon.
Post Office provided tablet that enables you
to process specific ID and financial services
transactions.
Automated cash dispenser provided for Post Office
Banking Hubs.
Self Service Kiosk that is provided to certain
branches to enable customers to self-serve some
mails and bill payment transactions.
‘A.cash machine that can be installed either free-
standing internally or in a wall for external use.
ATM - Post Office ATM -
Operations Manual
Amazon Click lect Quick.
Ref Guide _v1.pptx (postoffice.
co.uk)
Tablet Device Work Aid V4.0
Noy 2023 RE.pdf (postoffice,
co.uk)
Post Office TCR Operating
Manual Final V 1.5.docx.pdf
Current Projects - Note
counter trial (postoffice.co.uk)
IT Service Desk
Glory Helpdesk
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Branch premises
Accessibility and Equality Act
Supporting accessibility in the network
Business continuity
Understanding branch crisis planning andmanagement
Waste management
Key responsibilities linked to managing business waste
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21 © reading time 2 mins
Accessibility and Equality
Act
Post Office recognises the importance of accessibility in the Post Office network and everyone operating a Post Office branch is required to
have an appreciation of the needs of customers with disabilities and the importance of the Equality Act 2010.
Having a strong reputation for providing excellent customer service for disabled and other protected customers will help you retain customers
and increase your customer base.
It is important all Postmasters take accessibility for disabled customers very seriously and ensure they have taken any necessary action to make
their premises and service arrangements compliant with the Equality Act 2010 and with Post Office Limited’s accessibility standards.
We've created an Accessibility Guide to help Postmasters and it is available on Branch Hub: Accessibility Guide - 2022 FINAL.pdf
(postoffice.co.uk) We hope that you will welcome the Guide and embrace our commitment to high standards of accessibility and a high quality
of service for all customers.
It is important to take practical, effective steps to understand and meet the needs of disabled customers and to enhance the reputation and
profitability of your business.
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To ensure you are making reasonable adjustments for customers
Provide a service that meets all customer needs
« Be aware that the law protects customers from direct and indirect discrimination.
« You are required to make adjustments for disabled people to use your service, where reasonable.
Plan ahead for your customer needs
« Postmasters are required to anticipate and prepare in advance to meet the needs of disabled customers.
+ Please consider and make any necessary changes to your store’s policies, procedures and physical environment.
« Postmasters should regularly inspect their premises, fixtures and fittings (including external signage) to comply with
applicable legislation and identify any potential issues that might need maintenance or repair.
Communicate with your customers
* Tell them about the support available through different forms of communication.
« Ask them if they need extra support.
* Keep in mind that if you are wearing a face mask, some customers may need you to remove it if they lip read.
Provide staff training
« Show your staff how to help customers shop safely in line with the relevant government guidelines.
« Ensure they can support customers with a range of impairments, including less visible disabilities.
Further guidance is available at:
https://www.gov.uk/guidance/equality-act-2010-guidance
Helping you run your branch - Accessibility Guidelines - Supporting Customers (postoffice.co.uk)
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Business continuity
Start by identifying potential risks specific to your branch, as well as considering factors like location and operational dependencies if you are
based within a large shopping centre.
If you run a large branch, ensure roles and responsibilities are clearly defined e.g., in the event of an evacuation to an assembly point. Ensure
you have a communication plan to deliver timely and accurate information to your staff. Regular training sessions and crisis simulation drills
e.g., fire, adverse weather, floods, are essential to prepare the whole team for swift and co=ordinated responses in the event of an incident.
Please report any incidents impacting on service availability to the Branch Support Centre (BSC). Keepthorough documentation for sharing
withlocal authorities if requested and ensure collaboration with relevant stakeholders such as other retailers within your vicinity.
Having the below assessed and documented will help you better respond to a critical incident.
« — Identify potential risks
« Document emergency phone numbers (gas/water/building companies)
« Response procedures/plan (action steps/evacuation plans)
« Assign designated roles & responsibilities where appropriate.
* Establish communication protocols (methods/timeliness)
* Scenario-based response if appropriate (adverse weather, flood, fire)
* Training exercises/drills (fire alarm/evacuation, communication procedures, especially if part of a larger retail complex).
Useful external resources:
« Met Office UK Weather Warnings https://www.metoffice.gov.uk/weather/warnings-and-advice/uk-warnings
« The Federation of Small Businesses (FSB): Effective crisis communication is essential for small businesses I FSB,
The Federation of Small Businesses
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Waste management
Business waste regulations apply to all business owners, no matter where the business is based. The duty of care on business waste is
governed by the Environmental Protection Act and the UK's policies are in line with EU practice on reducing the reliance on landfill for
environmental reasons.
Why is business waste regulated?
The aim of the UK’s business waste laws is simple: to protect human health and to protect the environment.
Who do business waste laws apply to?
Essentially, anybody who generates, stores, works with, and disposes of waste is bound by the duty of care. This applies to both public
and private sector businesses. Even if your business outsources its waste to a waste management company, the burden rests on
the business owner to ensure that this waste is being dealt with responsibly. This is why it is important to work with a reputable,
reliable waste management company.
The areas of compliance
The regulations govern the following areas of your business waste:
« The correct sorting and storage of your business waste
+ Your waste carrier
« Correct business waste disposal
What counts as business waste?
Any waste that comes from a commercial activity is business waste. If you use part of your home to run your business, then any waste from that
part is business waste.
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Your responsibilities
You are required to:
« Keep waste to a minimum by doing everything you reasonably can to prevent, reuse, recycle or recover waste (in that order) — guidance is
available at: : Commercial waste I WRAP.
« Sort and store waste safely and securely. To do this:
Store waste in a secure place.
Use suitable containers that will stop waste escaping.
Label containers clearly with the type of waste they contain.
Use covers to stop waste blowing away.
ooo 0 0
Use waterproof covers if rain could cause contaminated run-off or prevent
the waste from being reused.
* Store different types of waste separately, so that:
o They do not contaminate each other.
They can be reused more easily.
You can complete the waste transfer note correctly.
Complete a waste transfer note for each load of waste that leaves your premises.
Check if your waste carrier is registered to dispose of waste.
eo0o°0
Further guidance on waste management and responsibilities of commercial businesses can be found at:
Dispose of business or commercial waste: Your responsibilities - GOV.UK (www.gov.uk)
Producer respon: ity regulations - GOV.UK (www.gov.uk)
Duty of care - Your waste responsibilities I NetRegs I Environmental guidance for your business in
Northern Ireland & Scotland
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Section 3
Customer
e Customer experience
e Complaint handling
e Mystery shopping
Version 4.0 I Shared in commercial confidence I July 2024
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27
Customer experience
Best practice
Why good customer service is important, plus a quote from the Institute of Customer Service
Customer drivers
Overview of the 5 key customer drivers and the detail behind them
Top tips
Top tips on how to deliver the good service our customers expect
Social media
A brief introduction
Google Business Profile
A free service to help with online promotion of your business
Vulnerable customers
Guidance to recognise and help vulnerable customers
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Customer experience
Best practice
Providing your customers with a positive experience every time they visit your branch is vital to the long-term
success of your business and that of Post Office Limited.
Happy customers are more likely to buy more, shop more often and recommend you to others.
We like this comment from research by the Institute of Customer Service:
“I want the person that serves me to be friendly, act and present themselves professionally, while effectively
using their expert product knowledge to get me the right product. It is important they actively listen and
understand my needs to serve me in an efficient manner.”
Customer drivers
Our five customer drivers are:
87% of customers who say they had
a great experience will make another
purchase from the company, compared
to 18% of customers who had a very
poor experience.
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Friendly Efficiency
Professional
Knowledge
Happy
Customers
Understanding
73% of companies with above-average
customer experience perform better
financially than their competitors.
96% of customers say customer service
is important in their choice of loyalty to
a brand.
29
Our customer drivers in more detail:
Please share with the team
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Greet customers with a smile
Thank customers for waiting
where appropriate.
Give my full attention
throughout their visit.
I use good manners at all
times.
I build rapport with customers.
Listen and talk in a pleasant,
good-natured, easy manner.
Treat my customers with
warmth and respect, caring
about the experience I provide.
Always say goodbye and
thank you as customers leave.
+ [look smart at work, taking
pride in my appearance.
Respond appropriately
and build rapport with
customers, providing
relevant information with
respect and integri
lam able to understand the
different needs and priorities
of customers.
I engage appropriately with
different customer types
whilst remaining calm under
pressure.
+ Ihave a good understanding
of the transactions, products
and services we offer and
keep myself up to date with
changes.
+ lam aware of my
surroundings and how to use
the technology relevant to
my role.
I perform a wide variety of
tasks and learn new skills
quickly.
I share my knowledge
with colleagues and am
comfortable observing
others to learn new things.
+ l offer a personalized
customer experience by
asking relevant questions
to help me identify what is
important to my customers.
I know how to fulfill my.
duties and understand the
attributes that lead to great
customer satisfaction such
as being easy to do business
with.
We have a variety of
product experts and refer
customers to these where
appropriate.
+ lam prepared and organized,
ready to do my job in the best
possible manner with the
least waste of time and effort.
I make sure I have everything
I need to do my job before
starting each shift.
1am capable and confident
and can work at pace to meet
customer flows and demands
with a flexible attitude.
I focus on important tasks
first, limiting distractions, so
my customers can see
I value their time.
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Top tips:
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Providing efficient service
Greeting
Giving your customer
full attention
Wha
expected?
Every customer receives full attention
to their requirements within
a reasonable time.
Satisfaction declines significantly for
customers waiting more than five
minutes.
All customers are welcomed with a
warm and friendly verbal greeting,
a smile and eye contact before their
transaction.
Give each customer your full attention
throughout the transaction, with no
side conversations with other team
members. Research shows that
talking to colleagues while serving
is a big contributor to customer
dissatisfaction.
How?
review customer needs and plan to meet expected peaks and
troughs.
when needed, there are ways to help queues move quicker,
such asa single queue system, bespoke service points
and queue hosting.
use flexible staffing where possible to meet the variations in
customer demand and types of business.
please make sure all your staff are fully up to date on current
procedures, services, and products.
prepare for the day ahead, with enough stock, forms etc, and
a team motivated to serve customers quickly and efficiently.
greet each customer before starting the transaction and
if you can't serve them right away, you can still show you
value the customer's time by acknowledging it e.g. “thank
you for waiting.”
be professional and pay full attention to each customer from
the time they leave the queue.
a customer shouldn't be kept waiting at the counter while the
person serving completes the previous transaction.
if a team member interrupts during a transaction, acknowledge
the inconvenience to the customer and say sorry.
the person serving shouldn't leave the counter position during
the transaction unless it's necessary to complete the transaction.
if you do need to leave the counter, e.g. to get a form or to consult
another team member about the transaction, please explain that
to the customer.
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Meeting customers’
needs
Additional help and sales
Customers receive an accurate and
expert service that fully meets their
needs, using your knowledge of
those needs as well as your product
knowledge.
Once the customer's initial need has
been met, the person serving can help
them identify any additional relevant
needs and tell them about appropriate
products and services This will help to
maximise your income.
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ask relevant qualifying questions to understand the customer's need.
listen to the customer and show they understand the customer's
need eg,, by confirming the customer request back to them.
tell the customer about relevant options to meet their need and,
where there are several options available, explain the different
service levels and prices.
make sure the customer gets the right product or service to meet
their need, or the most suitable product if there are several options
available.
transact the product correctly, making sure the customer understands
the price of each element before completing the transaction.
give the customer any relevant after-sale or transaction information.
ensure the customer's need has been fully met and ask if
the customer needs anything else.
where appropriate, offer products and services that may better
meet the customer's needs than the service they have asked for
and explain why this would be a more suitable product/service
and any price differences.
however, you and your team can't give advice and
recommendations for financial services.
ask the customer relevant questions during the transaction to
understand any further associated needs your branch may be
able to help them meet.
make the customer aware of complementary products and
services and their prices.
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Every customer is given a friendly + the person serving politely says goodbye and thank you
Goodbye goodbye at the end of the transaction when the transaction is complete.
The name of everyone serving + The person serving should wear their name badge
Name badge customers is always visible to
customers
+ wear clothing that is neat, tidy, and clean (may include
career wear or retail uniform)
Appearance Everyone looks smart + _ only wear Post Office Limited approved badges, or ones
from other reputable organisations (e.g. Royal British
Legion or Round Table).
+ frontage and windows are kept clean, well presented
and in good condition.
+ point of sale is tidy, well presented and suitably placed.
; . + no homemade point of sale material
Branch environment Branch is clean and tidy
+ allareas of the branch are regularly cleaned and presentable.
+ counter screens and tops are well presented, clean and free
of clutter.
+ _ aisles are clear with no obstructions or litter.
Please share with the team
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Social media
Post Office supports your use of social media channels to create a digital store front for your business.
If you start using it regularly, and start using it right it can do the following things:
* It could make your business better known in your area and even further afield.
« Help you gain more customers.
« Allow you to see what your competitors are doing.
« Grow your knowledge.
* Keep you in the loop with all the latest industry news.
* Help you network with other businesses.
« Let you have conversations with your customers.
« Keep you in people's minds so they choose you over competitors.
«Put you at the heart of your local community...
Due to the dynamic nature of social media, the latest support and guidance is always available via Branch Hub. The link below
I Q shows the full range of support along with a couple of videos to get you started.
+ Social media toolkit Digital presence - Why Use Social Media (service-now.com)
« An introduction to social media Our Guide to Social Media on Vimeo
« Starting your Facebook journey Starting Your Facebook Business Journey on Vimeo
Please give this a try!
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34 © reading time 1 min
Google Business Profile
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la
Google Business Profile (formerly Google my business) is a free tool that allows you to take charge of the way your
business appears on Google Search and Maps. With your Business Profile, you can connect with customers, manage
reviews, post updates, list your products and services, and more to drive more footfall to your branch.
Digital presence - Google My Business — Boosting your digital presence (postoffice.co.uk)
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Vulnerable customers
We know Postmasters help vulnerable customers every day. Branch
Hub has a more detailed distance learning pack that can be used
(Training article page - Branch Hub Portal (postoffice.co.uk)) but
below is some key information on the needs of vulnerable customers
and how you can support them.
This training has been developed by working with charities and
vulnerability experts to share best practice in how to support customers
with a wide range of different vulnerabilities. This will help to make
your branch even more welcoming for all customers, can help manage
queues better and make you stand out in your local community for the
service you provide to people who need a bit more support.
Definition
Post Office defines a vulnerable customer as someone who, due to their
personal circumstances, is more likely to require additional support to
access the services provided by Post Office. This additional support can
be for a range of reasons.
We shouldn't assume most customers can read, write and do maths, as
half of the population has the numeracy of an 11-year-old and 1 in 7
people have problems reading and writing. In fact, any one of us could
struggle with these important functions at some point in our lives.
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It's easy to make assumptions about the ‘average’ customer's
expectations, level of understanding and behaviours, but we shouldn't
apply these to everyone, and even if a customer finds something easy
one day, that doesn't mean it will be the same tomorrow.
Vulnerability
Vulnerability can cover a broad and diverse range of situations and
circumstances, can be temporary or permanent, stable, or fluctuating.
Because of this, it is important that we are better able to identify
vulnerable customers, so appropriate steps can be taken to provide the
best service to them according to their circumstances.
Customers more at risk: Vulnerable customers may be significantly
less able to represent their own interests and are, therefore, more at
risk of experiencing harm than the ‘average’ customer. This is why this
is of particular concern to Post Office, the government and regulators.
Please share with the team
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Customer complaints
PWe know customer complaints can happen and if you do get a customer complaint, we are here to support you and the customer.
Where appropriate, we want you and your staff to try to resolve customer complaints in the first instance. However, we understand this isn't
always possible, and you may have other customers waiting at the counter or the issue may be more complex, so you can direct the customer
to us to get help.
Where to direct a customer with a complaint:
These are the contact details for complaints that aren't about Post Office Insurance:
For alternative format responses such as audio, Braille or large print, customers can contact
Our website and help and support pages: Post Office - Helping You Get Life’s Important Things Done
By contacting us on social media and tagging us:
-On X (formerly known as twitter) @postoffice
-On our TikTok page @ukpostoffice
-On Facebook by searching ‘Post Office’
-Instagram @ukpostoffice
By writing to us at 1 Future Walk, West Bars, Chesterfield S49 1PF.
On email to Customercare
By visiting their local branch and speaking with the Postmaster or any member of branch staff.
Please see more details in the Postmaster Guide to Customer Complaints here Customer Experience - Where to direct a Customer to get help
with a Complaint (postoffice.co.uk)
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Insurance complaints
This process doesn’t apply to insurance complaints. Post Office
Insurance (POI) products are the responsibility of Post Office Money
Services (POMS) and the third party insurers they contract with and
don't form part of our usual customer complaints policy. In those cases,
please give the customer a ‘Here to Help’ leaflet and please direct
them to the relevant website:
What makes a customer complaint?
Our definition of a customer complaint Is customer dissatisfaction
relating to a product or service provided by Post Office Limited or its
agents, where material distress or financial loss is claimed.
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Mystery shopping
Mails customer experience mystery shop
What mails mystery shopping is about, what you need to do to pass the mystery shop and how you receive your feedback
Prohibited and restricted items - dangerous goods
What are prohibited and restricted items, how we identify them and process then within the mails process
Financial services mystery shops
An explanation of what products are monitored, the grading and how you receive the feedback and set action plans
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© reading time 3 mins
Mails customer experience
mystery shop
Mails products and services are the main reason for customers visiting a Post Office. More than 50% of transactions processed will be for mails
services.
To ensure customers are receiving the correct level of service to meet their needs, Post Office carries out regular mystery shops. These are
a great way to confirm branches are following the right conversation process and maximising their income.
Criteria for passing a mystery shop are based on:
. The person serving asked the mandatory dangerous goods question (question 2 below) and
. Has the person serving asked the relevant product questions (questions 3/4/5) and
. Has the person serving recommended and given the correct postage for the scenario being tested?
(These criteria are subject to change from time to time.)
Always use the 5ws conversation (see below) along with the horizon system prompts to help you with presenting the appropriate service/s to
customers.
5Ws mails conversation
. Where is the parcel being sent? Establishes destination location and consideration of country restrictions that may apply.
. What's in the parcel? Mandatory safety question. Consideration for prohibited and restricted items process
. Would you like it to arrive tomorrow? Enables the person serving to establish how quickly the customer needs their item to arrive.
. What is the value of the item? Enables the person serving to establish the level of compensation cover needed.
. Would you like tracking or a signature? Enables the person serving to establish additional features needed by the customer.
. The last three questions together enable the person serving the customer to establish which service to recommend that best meets the customer's needs.
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Other criteria measured in the visit, but that do not affect the pass or fail, of a visit are:
* Queuing time -, did they have to wait to be served? What was the waiting time?
« Was the assistant person serving friendly/professional?
+ Likelihood to return to branch?
* Other ad hoc questions are included but are changed to meet the need of the business.
Mystery shop results
Mystery shop findings will be collated, quality checked and shared with you no later than 1 month after the visit through your Area Manager.
Area Managers may visit (where applicable) to follow up on findings and, if required, work with branches on a plan of action to address the
reason for failure or any other areas identified for improvement.
It is your responsibility to ensure these plans are actioned in a timely way.
We may revisit a branch that failed a mystery shop, once enough time has been allowed for improvements to be made.
Where a further failure is experienced, the branch team would then be expected to undertake the appropriate training required.
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items
Certain things are just too dangerous to be sent through the post. Where it’s against the law to transport them by air, sea, road, or rail we need
to make sure they don't enter the mail system.
All mail can be transported by air whether it's being sent internationally or inland, therefore we need to ensure we follow the correct process
every time.
. You and your team must read the Prohibited and Restricted . Serious accidents.
Compliance Workbooks . Damage to the environment.
. You must complete a test on horizon and retain receipts
The compliance workbooks can be accessed via branch hub. Click this link Training article page - Branch Hub Portal (postoffice.co.uk) and
then look for the Prohibited and Restricted workbook.
. You must carry out the prohibited and restricted procedure every . Parcels being destroyed or disposed of by Royal Mail, leading to
time a customer buys postage for an international or inland parcel. . disappointment for customers and a
. possible loss of future business
The Prohibited and restricted process is detailed below as an overview and Branch hub also has some supporting material in the mails toolkit
including a 4-minute video that covers the process. Here is a link to it Training article page - Branch Hub Portal (postoffice.co.uk)
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1. ASK the initial Dangerous Goods question. “For the purpose of safety,
please can you tell me what's in the parcel?” This will help you decide if you
need to refuse prohibited items and make sure restricted ones are posted
safely, with the right quantity, volume, packaging, and labelling.
2. CLARIFY with the customer If they've not given you enough information,
you must find out if they're trying to send prohibited or restricted items,
even without knowing it. Use the prohibited or restricted items laminate to
help identify what's in the parcel
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3. HORIZON use the Horizon prompts to make sure you're following the correct
process ~ it’s updated with the latest regulations. Horizon’s final prompt will
tell you what you need to do, and you'll need to carry this out in front of the
customer. Always use Horizon. Never guess or rely on your memory.
4, LABEL ~ apply when appropriate. It’s important to apply the label when
prompted by Horizon. Best practice is to have the labels to hand in top drawer
to avoid forgetting to apply later which will result in failing the MS visit.
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Financial services
This section is for those offices that sell over the counter products listed in the table half-way down the page.
Post Office Limited is the appointed representative of the following principals: Bank of Ireland (UK), Post Office Insurance and Capital One
(Europe). The principals are regulated by the Financial Conduct Authority (FCA). Post Office Limited is required to demonstrate to its principals
that every person who sells financial service products are trained and able to follow the agreed sales processes to meet regulatory guidelines.
To protect customers, the principals and Post Office Limited, mystery shops are carried out in the network each month. The table below
illustrates the products that are reviewed. These are subject to change from time to time.
Financial Conduct Authority
Travel Post Office (FCA) wy
Insurance Insurance
Life Insurance Post Office Financial Conduct Authority
Insurance (FCA) VY
Savings
Bank of Ireland (UK) Financial Conduct Authority
(FCA) Vv
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Mystery Shop results:
Mystery Shop outcomes are shared with Post Office Area Managers in the middle of the month following the month of the visit,
with outcomes graded as illustrated in the table below. These reports are then shared with Postmasters and their teams to allow
for feedback and to create together an improvement plan if this is needed.
Below Expectation Potential for customer An improvement plan needs to be.
detriment. agreed within 4 weeks of receiving the
feedback.
Fess (aie Sales process not An improvement plan needs to be
Improvement) _ _
followed in full. agreed within 8 weeks of receiving
the feedback.
Pass
Feedback needs to be provided within 8
Correct sales process .
weeks of receiving the result.
followed.
Missed Opportunity
An improvement plan needs to be
No quote or sale .
agreed within 8 weeks of receiving the
attempted.
feedback.
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Feedback should be given by the Area Manager after every Mystery shop and if needed an improvement
plan should be jointly agreed and shared with the Postmaster (and their team). Feedback provided and an
improvement plan if required should be documented on the Mystery shop portal by the Area Manager.
Support documents can also be shared with the Postmaster and their team, and these include access to
distance learning packs (also available via branch hub) and the Sales Process guide.
Where a branch has been graded below expectation a further visit will be arranged in the month after
the improvement plan has been completed. Example: Branch shopped in April, report released mid-May,
improvement plan agreed mid-June, re-visit July.
It is your responsibility to address any required improvements identified through mystery shopper visits and
ensure improvement plans are being followed and adhered to.
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Section 4
Training and
your team
e Your team wy
e Regulatory obligations and compliance training
e Operational training
Version 4.0 I Shared in commercial confidence I July 2024
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Your team
New staff and leavers
Guide to bringing in a branch manager or assistant
P250 and Smart ID use
Assistant vetting process
Training obligations
Postmaster obligations towards training assistants
Modern slavery
Building understanding of Postmaster responsibilities
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© reading time 10 mins
New staff and leavers
ave to meet, including from
Services Authority, money
ndering and immigr: turn this
means you and your team have some obligations to comply
with too.
General points
+ Your staff work directly for you and they'll need to know and follow
the necessary obligations, have all the required training to meet your
branch needs, and meet the requirements outlined here and in your
contract with us.
+ Please make sure you follow the requirements about recruiting and
employing staff (which includes members of your family or your
shareholders’ or directors; families) as it's required in your contract.
Thank you for your support, and if you have any questions about
recruitment or the ongoing requirements once you've employed a
member of staff, please don't hesitate to contact Branch Support
Recruitment process points to remember
+ Keep a recruitment file for each member of staff, including all the
necessary checks and documentation. We may ask to check these files
from time to time to ensure compliance.
+ Please ensure all staff you take on have the legal right to work in the
UK in compliance with immigration legislation. If you're in any doubt
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about proof of the right to work, please contact the Government's
Helpline for Employers or visit www.gov.uk/
check-job-applicant-right-to-work where you'll find the steps for
verification, including checking identification documents.
Please confirm the addresses of staff using specific documents to
comply with legal requirements.
Obtain references and work history for each member of staff, focusing
on the previous 5 years. It's your responsibility to verify the validity
and accuracy of the details provided by the applicant.
If applicable, collect information about criminal convictions, pending
proceedings, or any potential lack of integrity from applicants. The
detailed registration process ensures new recruits will be suitable.
A new member of staff should not be employed before completing
the registration process and receiving clearance from Post Office,
including family members and any company shareholders or directors
occasionally working in the branch - this also applies to holiday reliefs.
Don't forget this applies to family members and
holiday relief too
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To start the vetting process for a new member of staff, you'll need to fill in
a P250 vetting pack. Please record honestly any details about the applicant
that come to your attention. We'll carry out our own background checks on
the applicant too, as outlined in the P250 vetting section.
As a general guideline, people under 16 years old should not be involved
with the branch or have access to postal items. However, if there is no
reasonable alternative other than to employ a part-time assistant under
16, this may be allowed under specific conditions. No one under the age of
14 can be engaged in any capacity.
Even if they are a family member, all staff need to be fully registered with
usin accordance with the provisions set out in the “Guide to New Starters”-
this is the link via branch hub Helping you run your branch - Guide to
New Starters (postoffice.co.uk)
Thank you for your support with ensuring the recruitment process runs as
smoothly and quickly as possible.
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50 © reading time 4 mins
P250 vetting process and
Smart ID
It's needed
customers and Post Office in three areas:
+ Financial assets
Why is vetting needed?
to protect Postmasters,
P250 Vetting Form
Packsent In Joma checked
« Regulatory requirements
« Brand and reputation
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Incomplete/incorrect
forms returned to
branch by post.
Note: Process starts
once a fully completed
form is recived back
from branch.
Vetting process at a glance
AY Vetting form
data input
a 6
Vetting results Corespondence
confirmed to both related to vetting
the Postmaster and appeals with
the applicant. applicant
Further information
may also be
requested from
the applicant to
complete vetting
Vetting checks
completed and
results returned
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Smart ID
issued
!
[]
=
Email sent to branch
email address with
name of user and
their Smart ID
51
Why might a current member of staff need to do this again?
Sometimes a member of your team who already has a Smart ID might
need to have a new P250 form submitted, and essentially be re-vetted.
This could be if:
* They move branch to work for a different Postmaster or Partner.
* There’s a new Postmaster and the member of staff is currently
working in branch with an active Smart ID and will continue to be
employed by the new Postmaster.
+ They have had any break in service — exceptions apply such as sick
leave or maternity.
« A Postmaster is moving to be an assistant
« A former Directly Managed Branch member of staff moves to work
as an assistant in an independent or Strategic Partner branch.
We'll issue a Smart ID to the branch email address we have
on record within 24 hours of the member of staff clearing
the vetting proce:
Why do staff need to be vetted before being issued a Smart ID?
« Vetting new users gives a measure of protection for Post Office
Limited, our Postmasters and customers.
* These checks incorporate both criminal and financial checks which
are critical to manage any risk given that the user has access to
Post Office Limited cash, stock and high value mail items.
« Applying consistent vetting standards also allows us to meet our
legal and regulatory requirements for clients like Royal Mail and
the banks
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The registration process
* Toregister a member of staff, please complete the P250 Vetting
Pack using the guidelines supplied in the pack.
« Please make sure you honestly record any details about the
applicant which have come to your attention to help us conduct
our own checks.
+ We'll carry out our vetting checks once we receive the fully
completed vetting pack. (These checks can take up to 15working
days.)
« We'll let you know the outcome by email.
« If we have good reason to believe the applicant is not suitable,
you won't be able to engage them any further in relation to
the branch. If that’s the case and you continue to engage the
applicant, this could be in breach of your contract with us.
Throughout the recruitment process and while you employ the member
of staff, please ensure you report any relevant Information to us as
soon as you're aware.
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Can I share my password?
A Smart ID is personal to you and you only and so it is vital that you
do not share either your Smart ID or password with anyone else. This
means that you can be confident your log-in is secure and unique to
you.
You may see a random check on Horizon that will ask you to confirm
your Smart ID user identity when you log in. This is a reminder to
anyone trying to use another's details that this is unauthorised.
You'll find the P250 form here: Assistants P250 June 2023
V7.pdf (postoffice.co.uk)
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Leavers
It's important that you let us knowwhen a member of yourbranch
staffleaves your branch. This is to ensure we can update our
records and switch off the Smart ID for that person to avoid any
unauthorised access to Horizon. This can be done in several ways
either by the branch or the member of staffhemselves:
« The completed P301 leaver form can be either posted to:
Vetting Team, Post Office Limited, 2nd Floor, Atria, Spa Road,
Bolton, BL1 4AG
+ Oremailed to postmaster.assistant.vetting”
« Oryou can Just email us — postmaster.assistant.vetting:
with the assistants details and their Smart ID.
You'll find the P250 form here: Assistants P250 June 2023 V7.pdf
postoffice.co.uk)
53 © reading time 4 mins
Training obligations
Annual compliance training
Postmasters are responsible for making sure you, and everyone who
works in your branch, complete the required compliance training and
pass the test before the deadline date. This is important because if a
branch user doesn't pass the test on time, they will either be locked
out of Horizon and won't be able to serve, or will be prevented from
transacting the relevant product, until they have passed the test.
Please click here to see more information on the annual compliance
training: Compliance
Another Postmaster responsibility is making sure you and everyone
who works in your branch, work in line with all regulatory and
contractual obligations. These include, but are not limited to; Mails,
Financial Services, Insurance products, Information Security and Data
Protection.
Training of new branch staff
Postmasters are responsible for making sure their staff are trained and
maintain the required level of knowledge. As well as products and
services, the training should include security procedures, the processes
for handling and securing cash, stock and customer information. This is
to ensure a consistently high-quality customer experience is delivered
in your branch.
Ifa Postmaster decides notto send their new branch staff ona classroom
training course, then they are responsible for ensuring the branch staff
are inducted and trained. To support this, Post Office would encourage
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Postmasters to make use of the learning resources available.
We have published a ‘Postmaster guide to new starters’ document in
the ‘Helping you run your branch’ section on Branch Hub which covers
the a areas to focus on. Sections of the Operational Training Guide can
also be downloaded to support you with training new staff in-branch.
The ‘Helping you run your branch’ guidance and the Operational
Training Guide are both available to view and download on Branch
Hub. Knowledge Search - Branch Hub Portal (postoffice.co.uk)
Please note: Postmasters are also responsible for paying any salary,
expenses, accommodation etc. incurred by their staff attending any
training courses or out of hours training events provided by Post Office.
Please click here to see information on Operational Training.
Training for changes to or new products/services or
processes
Postmasters are responsible for making sure that everyone who
works in their branch, is trained on new products and services;
changes to current products, services, accounting processes and sales
conversations. Please ensure you only use the most up-to-date training
materials, reference books, guides and information provided in Branch
Focus.
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Ad hoc training
From time to time we may ask you to deliver specific training to your
team, for example training on a regulatory requirement where specific
issues have arisen. This could be a written training brief/distance
learning or a presentation. It’s important that this training is delivered
and it would be a material breach of the agreement with us if this isn't
carried out.
Training records
The Postmaster is responsible for documenting and keeping records of
training delivered to their staff and the records should be available to
Post Office if requested.
Onboarding training for new Postmasters
All new Postmasters need to complete the full onboarding training.
All new Postmasters will receive the full blended training package
of online eLearning to introduce them to the basics of the Post Office
products and services available in their branches, plus classroom
training to introduce the learners to the Horizon system, customer
conversations, Post Office accounting processes, cash management,
security and compliance. The in-branch training will build on and embed
the learning from the eLearning and classroom training, providing
on-the-job training when new Postmasters and new members of their
team start to complete live transactions for the first time.
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Absentee Postmasters are responsible for ensuring the Officer
in Charge/Manager/Nominee receives the full training package.
We recommend that the absentee Postmaster completes the full
training package as they are responsible for branch accounting.
Completion classroom course prerequisites
All learners attending a classroom course should please complete the
course prerequisites and these are shown in the Branch Operational
Training Catalogue.
Annual workshops
Postmasters should please attend our annual workshops when invited.
Please click here to see more information about these: Annual
Printed training materials held in branch
Please make sure all printed training material held in branch is the
latest version. Old versions of training materials should be destroyed
locally in line with the information security guidelines.
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Modern slavery
Post Office has a zero-tolerance approach to modern slavery and is
committed to acting ethically and with integrity in all our business
dealings and relationships and to implementing and enforcing the
systems and controls set out in our Modern Slavery Statement.
Post Office is also committed to ensuring there is transparency in our
own business and in our approach to tackling modern slavery throughout
our supply chains, consistent with our disclosure obligations under the
Modern Slavery Act 2015. Post Office expects the same high standards
from all of our contractors, suppliers and other business partners.
Please share with the team
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If you think you have identified signs of modern slavery anywhere
within Post Office Limited
* Contact the Speak Up Manager, who can be contacted by email at
weak Up service provided by Convercent by
or,
« Via asecure on-line web portal: http://speakup.postoffice.co.uk/
«If you have concerns someone's life is in danger, contact the police
on 999 immediately.
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Regulatory obligations and
compliance training
Fit and proper
An annual declaration from HMRC to comply with anti-money laundering obligations
Payment Card Industry compliance (PCI/DSS)
An externally driven mandate from major payment brands to required for card acceptance
Money laundering
A regulatory obligation to prevent, detect and report suspected money laundering
Health and safety
A legal duty to ensure the health, safety and welfare of employees and customers
Fire safety
A legal duty like health and safety but linked to minimising fire hazard risk
Bribery Act
Obligations linked to anti-bribery and corruption when carrying out Post Office processes
Data protection
Compliance training
Annual training completed on Horizon linked to transactions with regulatory or contractual risks
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Fit and proper
Post Office is directly supervised by HM Revenue and Customs (HMRC) for anti-money laundering purposes in relation to branch on-demand
and pre-order Travel Money and we have to meet regulatory fit and proper requirements. For Postmasters, this means we are required to ensure
that certain roles designated Responsible Persons (e.g. Company Directors, Partners, Ultimate Beneficial Owners, Postmasters) are suitable and
financially sound, and have the necessary training, skills, and knowledge to oversee the processing of regulated transactions.
Each designated Responsible Person is therefore required to complete an annual declaration and let us know of any changes. We will contact
you once a year to redeclare the information we hold about these individuals to ensure we can provide up-to-date and accurate data to HMRC.
Please read and follow
Not completing the annual declaration may lead to a branch having its
money service business transactions suspended or removed.
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Payment Card Industry
Data Security Standard
(PCI/DSS)
The PCI DSS standard is an externally driven mandate from the payment brands (i.e. Visa, MasterCard, Amex, JCB and Discover) that all
retailers accepting debit /credit cards to pay for goods or services must comply with.
Tamper Monitoring:
We are required to have controls in place to protect PIN pads that capture payment card data at the counter, SSKs and ATMs against direct
physical tampering and substitution.
« Weekly, please complete a visual check on all PIN pads in the branch (this includes counters, SSKs, and ATMs).
« Every month, complete the PIN pad inspection declaration on Horizon. To complete a PC! Device Inspection declaration, go to: Back Office
[F14] - Monthly Accounting [F3] - Monthly Accounting Office [F2] - Declare PCI Device Inspection [26]
« If the PIN pad is in a cradle, please do not remove it to read the serial number underneath as this may trigger an ‘Alert Irruption’ error. Instead,
to obtain a PIN pad serial number, log into Horizon with Manager access - Back Office [F14] —- Admin [F6] - Engineer [F4] — Install Ingenico
[42].
« Report any suspicious behaviour and indications of device tampering or substitution to Grapevine immediately as appropriate.
* You can find detailed information on Horizon Help at F7, then F10.
« Procedure information can be found on Horizon Help [F7] — Other Help [F9] - Security Operations Manual [F3] - Branch security [F3] — PIN
Entry Device (PED) Tamper Monitoring and Skimming Prevention Guidelines [F9].
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Visitor Verification
Access should be controlled for all visitors who need to access your branch.
Always verify the identity of any third-party visitors claiming to be repair or maintenance personnel before granting them access to devices.
Please sign all visitors in and out in the Visitor log and verify their identity with company-issued ID.
Please ensure that the third-party visitor remains accompanied by a member of your branch staff during any work on PIN pads and ATMs.
Be aware of suspicious behaviour around devices (for example, attempts by unknown people to unplug or open devices).
Report any suspicious behaviour and indications of device tampering or substitution to Grapevine immediately as appropriate.
You can get detailed information on Horizon help F1, then F10 and F11.
Procedure information can be found on Horizon Help [F7] - Other Help [F9] - Security Operations Manual [F3] - Admitting Visitors
[F13]
Training
Everyone in the Post Office branch must complete Information Security and Data Protection compliance training and pass an annual test.
Information Security and Acceptable Use policies need to be reviewed and acknowledged. Get detail information on Horizon help F1 then F2
then F10 and F11.
You can find detailed information on Horizon help F1 then F2 then F10 and F11.
To view your individual training record go to: Back Office [F14], Admin [F6], My Training [84]
With Manager access, the whole branch training records can be viewed at: Back Office [F14] - Reporting [F4] - Training Reports [62]
To access the Cyber Security Policy: Horizon Help [F7] - Other Help [F9] - Security Operations Manual [F3] - Information Security [F12]
- Information Security Policies [F6]
Further support
This is available on branch hub by searching PCI/DSS where there are several sources of additional information.
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Money laundering
Regulation
Post Office is required to comply with regulatory obligations to prevent, detect and report suspected money laundering. The size of our branch
network and the fact that many of our branches are only a few miles apart, together with the amount of cash that is passed over our counters, can
potentially make it easy for criminals to travel to multiple branches, or split their transactions and avoid detection. Money laundering and terrorist
financing can harm people and our communities, so we have a number of controls in place to help keep customers, you, and your staff safe. You
also have a personal legal obligation to report suspicious activity.
To minimise the risk of money laundering, everyone working in a Post Office branch are required to complete annual training to understand:
« What money laundering and terrorist financing are
« What this means for Post Office and you, including following the correct process, and the consequences if we don't
« What some of the risks related to our products and services are and the ‘red flags to look out for’
* How to reduce and report these risks
Travel Money products, Western Union, MoneyGram and banking cash deposits are particularly high risk for cash-based money laundering and
the training covers questions you can ask customers to help you determine if their transactions are genuine.
You and your staff are required to report any suspicious activity, even if you decline a transaction, by calling Grapevine or sending in a paper
Suspicious Activity Report(SAR), please visit see Horizon Help [F7] — Other Help [F9] - Money Laundering [F12] - Suspicious Activity Report Form
[F9] or Grapevine [F10].
For further information, please visit Horizon — Compliance Workbooks [F6] — Anti-Money Laundering & Counter Terrorist Financing [F7].
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Health and safety
Like anyone operating a business premises, Postmasters have a legal duty to ensure, so far as is reasonably practicable, the health, safety and
welfare of their employees, customers, and members of the public at or outside your premises. For example, you have specific duties under
the Health and Safety at Work etc Act 1974, the Management of Health and Safety at Work Regulations 1999 and the Occupiers Liability Act
1957 and 1984 to make sure your premises are safe, including external signage.
Guidance about your health and safety management obligations is published by the Health and Safety Executive and is available at:
https://www.hse.gov.uk/simple-health-safety/index.htm
This includes advice on preparing a health and safety policy, managing risks in the workplace, and undertaking risk assessments, providing
information and training, having the right workplace facilities and consulting employees etc.
Employers who have five or more employees are required to undertake a risk assessment and you can find a tool for this at
https://www.hse.gov.uk/simple-health-safety/risk/more-detail-on-managing-risk.htm
Postmasters are required to regularly inspect their premises, fixtures, and fittings (including external signage) to comply with applicable
legislation and identify any potential issues that might need maintenance or repair.
Please familiarise yourself with and follow the guidance available such as the Health and Safety Executive guidance referred to above.
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Fire safety
In relation to fire hazards, like anyone operating business premises, Postmasters need to take additional steps to assess and minimise potential
risks, set out in a piece of legislation called the Regulatory Reform (Fire Safety) Order (England and Wales) and the Fire Safety Regulations
(Scotland and Northen Ireland). This states that your building must have:
« Clear escape routes to a place of safety
« Firefighting equipment such as blankets and fire extinguishers
«Fire alarms
+ Fire-resistant doors and windows
+ Emergency lighting
« Safe storage of dangerous and inflammable materials
« Appropriate staff training
If your building or branch doesn't have one or more of those, you may need to make alterations, or you risk being in breach of the regulations.
You also need to carry out an additional Fire Risk Assessment every XXX, which should follow this five-step process:
« Identify possible fire hazards
+ — Identify specific people who might be at risk.
« Evaluate these risks and take steps to deal with them.
« Draw up an emergency plan for dealing with fire including evacuation and train your employees in it.
« Review this process regularly — especially if you make changes to your premises or equipment that might increase the fire risk.
Further guidance is available at:
https:/Awww.hse.gov.uk/fireandexplosion/fire-safety.htm
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Bribery Act
At Post Office we take our anti-bribery and corruption obligations extremely seriously. We are required to maintain adequate controls against
bribery and corruption, and we ask all Postmasters and their teams and Post Office employees to complete annual training on anti-bribery and
corruption. We also require Postmasters to have adequate controls in place to comply with the Bribery Act 2010.
Bribery is an offer, promise, payment, request or agreement to receive anything of value from any person or entity to try to get the recipient to
perform their roles improperly. Look out for the following signs:
- Are you being asked to do something that is against Post Office policies or processes?
- Are you being offered a thank you gift that is out of proportion for the service you have provided?
- Are you being offered something in expectation of a future service, which may require you to ‘break the rules’?
- Always ask yourself; how would this look to other people such as your customers’?
You and your staff are required to always follow Post Office processes when carrying out transactions and services for customers and should
never waive any of the transaction requirements.
tis a criminal offence to offer or accept bribes - you and your team are required to always follow the processes and guidance on Horizon. Please
Please share with the team
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Data Protection
Processing customer personal data
You and your staff are using customer personal data every minute of
the day. It’s really important to keep this data safe and secure so, to
prevent any data protection incidents or breaches, personal data must
only be used for the reason it was given to you.
For example, if a MoneyGram customer also made a cash withdrawal
and a mistake had been made with this transaction, you would not
be able to take the customer's details from the MoneyGram form to
contact the customer about the mistake with a different transaction.
The personal data on the MoneyGram form belongs to MoneyGram
and cannot be used by Post Office for any other reason.
Keeping customer personal data safe and secure
Mails integrity - Handling customer mail while this is in the possession
of Post Office is a huge responsibility, whether itis awaiting collection by
a carrier or by a customer, and storage is sometimes difficult. However,
when parcels are stacked awaiting collection, customer personal data
(name and address) must never be viewable by customers entering
the Post Office, waiting to be served or being served. This could lead
to issues such as identity theft, as anyone waiting to be served could
see numerous customer names and addresses or disclosed private
information about recipients (for example parcels coming from medical
suppliers).
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When checking customer ID
‘When customer ID has to be checked for a particular process, such
as parcel collection, purchasing currency or verification services, the
process on the Horizon help pages must be followed. Any deviation
from the process, such as recording ID details separately, could cause
customer complaints or worse if the information is lost or stolen.
Use of social media
If your Post Office has a social media site, this should only be used
to promote your business and cannot include any customer details of
any description, including names of people who have parcels awaiting
collection, CCTV images of customers or posting details of incidents
with a description of the individual.
CCTV
We often receive requests from various sources such as the police,
insurance companies and the public, to see CCTV footage in branches
for many reasons. These range from investigating possible crimes to
dealing with incidents in branches. CCTV systems installed at branches
are either operated by Post Office or by the postmasters themselves.
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Post Office managed CCTV
Where CCTV is managed by Post Office, you may be asked by Grapevine
to allow engineers to access the site and download the relevant
footage. It is important this happens as the footage may be needed
for crime investigation by the police or so Post Office can respond to
requests from others to have access to the footage. If you have any
concerns about these requests, please contact Grapevine who will be
happy to help.
Grapevine is on (UMCLTOM
Please share with the team
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Use of independently operated CCTV
If you manage your own CCTV in branch, you may get similar requests.
If itis from a customer asking to see CCTV footage of their visit to your
branch to check, for example, if they had left a valuable item behind
and they wanted to view, to see if another customer had picked it up,
then you should save the footage if you can and then ask the customer
to contact the police to make the request.
The ICO guidelines for sharing CCTV images (Subject Access Request)
state that only images of the person making the request can be shared.
Images of other people would need to be pixelated.
Checklist for limited CCTV systems I ICO
For further information on Data protection please see the more detailed
section in the appendix.
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Compliance training
All products and services transacted in a Post Office branch are subject to regulations and/or contractual obligations. For this reason, it is
important that Post Office can demonstrate to the regulators and to our clients that all branches are fully trained. If Post Office cannot provide
this assurance, the products and services could be withdrawn from sale.
Each year Post Office provides compliance training and a test on the key areas covered by the regulations and contractual obligations. The
test is linked to the Smart ID of each branch user. The compliance calendar is published in advance and can be found on Branch Hub under
‘Training’ ‘Annual Compliance Workbooks.’
All branch users are required to complete the following compliance training and pass the relevant test each year:
* Anti Money-Laundering and Counter Terrorist Financing
« Information Security and Data Protection
* Prohibited and Restricted Items
Mails
Additional annual compliance training
For branches that transact Financial Services, Travel Insurance and/or Life Insurance, there is additional annual compliance
training to complete in:
+ Financial Services
+ Insurances
The compliance workbooks and tests are hosted on Horizon - go to Horizon Help (F7) > Compliance Workbooks (F6) or you can find the Branch
Hub section using this link: Training article page - Branch Hub Portal (postoffice.co.uk)
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Operational training
Training catalogue
All the information around training including online training, booking classroom training and more
Online learning system
A website hosting all the e-learning modules and Learning material
Online elearning
Individual modules as well as the full learning programme
Classroom learning
A variety of face-to-face courses hosted by accredited trainers
In-branch set-up and go-live
Pre-launch set-up and onsite support for 6 days
Follow-up balance and early days support
A combination of onsite trainer (1 day) and business support manager ongoing support
Ongoing training and support
Further training support including e-learning, videos onsite, classroom and workshops
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Operational training
overview
Introduction
Training of Postmasters is extremely important to Post Office and we provide a comprehensive package of training to new and existing
Postmasters, Branch Managers and their teams. The current training available is detailed in the Branch Operational Training Catalogue - click
here: Training article page - Branch Hub Portal (postoffice.co.uk)
Onboarding training
Post Office provides initial training to all new Postmasters. This training covers all aspects of running and maintaining a branch, including
operational training of basic transactions and accounting processes on the Horizon system.
On request from a Postmaster, Post Office will also provide initial training to their assistants.
The branch onboarding Learner process is shown below.
Please note the full training offer is available to all new and existing Postmasters, and Assistants.
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Online
Learning
Operational
Training
Guide
Training new assistants
To support existing Postmasters / Branch managers with the training of new assistants, the online learning,
More Online
Learning:
ATM
Monthly
Branch
Balance
training documents and classroom courses are available to everyone.
Refresher training
Post Office also provides learning solutions to help with refresher training of Branch managers and assistants.
This includes classroom training courses, Distance Learning Packs, Work aids, ‘How to’ videos and toolkits.
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In-Branch
Support:
On-Site
Trainer
Business
Support
Manager
Area
Manager
Further Learning
Materials
Distance Learning Packs
Operational Training
Guide
Work aids
‘How to’ videos
Customer Experience
training
Branch Hub
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Branch operational training
The Branch Operational Training Catalogue contains all the information you'll need to access the full training available. It includes information
on the Online Learning website, how to request classroom training and how to access the other training.
The latest version of the catalogue is available on:
e Branch Hub, click this link: Branch Operational Training Catalogue
Alternatively click Branch Hub Sign in and go to: ‘Training,’ ‘Branch Operational Training Catalogue’
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Online learning system
The Post Office Online Learning website hosts all the eLearning modules and the other learning materials. It is available for anyone working
in a Post Office branch.
Post Office will automatically create accounts for new Postmasters, and nominated Assistants as part of branch onboarding. Anyone else can
self-register on the system. To create an account, you'll need an email address and an internet-enabled device with an up-to-date internet
browser. You can find details on how to self-register for an account and what digital learning content is available in the Branch Operational
Training Catalogue. Click here to go to the Branch Operational Training Catalogue section:
Training article page - Branch Hub Portal (postoffice.co.uk)
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Online eLearning
For branch onboarding the eLearning modules have been divided into programmes to help show which branches they are aimed at. Full details
of the modules included in each programme and the additional modules needed for specific branches can be found in the Branch Operational
Training Catalogue.
Please note: All eLearning is available to self-assign to yourself as individual modules. The full list of eLearning modules can be found in the
Branch Operational Training Catalogue. Click here to go to the Branch Operational Training Catalogue: Training article page - Branch Hub Portal
(postoffice.co.uk)
Each module contains an assessment quiz to test the learner's knowledge. Learners need to complete all modules and pass the test with a score
of 100% (there is no limit to the number of attempts).
Basic Transactions
All branch types Introduces learners to the basics of Post Office products Charge to M9 leu
and services available in all branches.
Main, some SPSO branches Basic Transactions Part 2
and Directly Managed Introduces learners to the basics of Post Office products and CMENSELISS U9 SITES
Branches services that are available in their branch.
Specific branches that Additional modules ;
transact the product/service Introduces learners to the basics of the product or service that is Ch exci Soins
available in their branch. per module
Optional modules
On average 30 mins
All branch types These are not assigned as part of the programmes but are
per module
available on the learning system.
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Classroom learning
The following classroom courses have been created to provide onboarding training for new Postmasters, Branch Managers and Assistants and are
also used to provide refresher training to existing branches.
Classroom training consolidates the product and service knowledge gained from the online programmes and introduces learners to the Horizon
system and customer conversations.
The classroom training is supported by the Operational Training Guide and Work Aids and is delivered by an accredited trainer.
Full details of what is included in each classroom course can be found in the Branch Operational Training Catalogue
Training article page - Branch Hub Portal (postoffice.co.uk)
Classroom courses available are:
Basic Transactions
All branch types Introduces learners to the Horizon system, daily activities and customer 2 days
conversations for products and services available in all branches.
Back Office
All branch types Introduces learners to the Back Office processes completed in all 1day
branches. The course incudes daily, weekly & monthly accounting
activities, cash management and remittances.
Specific branches that Basic Transaction Part 2
transact the product/service Introduces learners to the Horizon system and customer SCE
conversations that are available in their branch.
Additional classroom course: Investigating Discrepancies
All branch types Provides training on how to investigate discrepancies in th day
branch.
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In-branch set-up and go-live
A Post Office Onsite Trainer will be in-branch for six days. One of the days includes adding the Postmaster and all their staff to the Horizon
system, creating stock units, preparing the stamp books, booking in cash and stock and setting up the branch with the new forms and leaflets.
On the other days they will provide support for the new Postmaster and their staff with all live transactions and during quiet periods will role
play transactions so the branch team gains experience and confidence.
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Follow-up balance and early
days support
A Post Office Onsite Trainer will be in-branch for one day to provide support with carrying out the weekly balance and going through
the processes with the Postmaster, reinforcing the learning from the classroom and the previous training.
A Business Support Manager is assigned to the branch for up to six months to embed, consolidate and reinforce the training and complete
the onboarding journey.
For more details about the support available from a Business Support Manager, please click here: BSM
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© reading time 2 mins
Ongoing training and
support
Post Office provides further training and support to all branches, Postmasters and their teams at any time and is available as:
Online learning
Classroom training
In-branch support
Training documents such as Operational Training Guide, Work Aids and Distance Learning Packs
‘How to’ videos
All support is available separately and/or in any combination of the above.
Full details of what is included in each of the above and how to access them can be found in the Branch
Operational Training Catalogue at Training article page - Branch Hub Portal (postoffice.co.uk)
How to request on-going training and support:
All online learning is available to self-assign as individual modules. The full list of online modules can be found in the Branch Operational
Training Catalogue: Training article page - Branch Hub Portal (postoffice.co.uk)
Classroom training courses can be found in the Branch Operational Training Catalogue along with details of how to register
Training article page - Branch Hub Portal (postoffice.co.uk)
In-branch support can be requested by contacting your Business Support Manager or
Area Manager as appropriate, or by contacting the Branch Support Centre ot I ,
Information on available training documents can be accessed here: Training article page - Branch Hub Portal (postoffice.co.uk)
‘How to’ videos can be accessed here: Training article page - Branch Hub Portal (postoffice.co.uk)
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Annual Workshops
Post Office runs workshops to support the ongoing development of branch teams. The workshops are delivered in a variety of ways:
large events run at a location in each region, face-to-face sessions delivered in-branch or online sessions run with smaller groups of
branches. The workshop materials are also hosted on Branch Hub - Sign in and go to: ‘Training,’ ‘Travel Toolkit’ or ‘Mails Toolkit’
The workshops include, but may not limited to:
To support the peak trading of travel services products such
Travel services as Travel Money Card, Currency and Passport applications.
Begins Feb/March
Mail To support the peak trading period of mails products Beall Sasiietst
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Section 5
Operating
your branch
e Cash management
Stock management
Ordering stores
Daily checks and procedures
Weekly checks and procedures
Monthly checks and procedures
Version 4.0 I Shared in commercial confidence I July 2024
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Cash management
Daily cash declarations
Guidance on how, when, and why to complete them
Managing excess cash
Top tips to reduce risk
Ordering cash, coin, and currency
Guidance and links to work aid and video
Returning cash, coin, and currency
Guidance and links to work aid and videos
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Cash declarations are to be completed daily for all stock units used that day as close as possible to, but no
later than, 7pm.
To see how to complete a cash declaration either find the ‘how to videos’ via the training tile on branch hub
or click and select either cash declaration for
individual or shared stock unit.
All cash in the branch needs to be accurately checked and recorded daily to ensure the right levels of cash
can be delivered and returned. It will also help the branch team identify and resolve any discrepancies
quickly or ask for our help in doing so. Holding too much cash is inefficient for you, but also presents a
security risk that could impact the personal safety of your team and customers.
Daily, it is your responsi
1. Complete an accurate cash declaration on Horizon for all the stock units used that day as close as possil
to, but no later than, 7pm. This includes any stock units that may have only been used to accept transaction!
acknowledgements or to transfer cash/stock/currency.
2. A cash declaration is required for each trading day that a stock unit is used. If a stock unit continues to be
used after a declaration has been made and is not being used the next trading day, a further declaration needs
to be made as the last transaction on that stock unit.
3. During the declaration, declare notes and coins against the correct denomination, and any damaged
or mutilated notes should be declared as ‘unusable.’ After the declaration has been completed, use the
variance check function — this makes sure any potential discrepancies are identified on the day they happen.
For further information about cash declarations please see the Operational Training Guide section
14 which is on Branch Hub at this link:
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Excess cash
Cash holdings
It is important for the branch to have the right amount of cash at the right time to ensure you can
operate efficiently but without creating an unnecessary security risk. To achieve this, the cash
requirements of the branch are calculated using cash transaction data from Horizon and the daily
cash declaration provided by the branch.
The branch is provided with planned order messages through Branch Hub and Horizon on the
working day before the scheduled service day. The planned order message provides details of note
values to be delivered or to be retained in branch if cash is to be collected.
Planned order values are reviewed automatically every 4 weeks.
To print the planned orders report from Horizon:
* Go to ‘back office’- ‘Reporting’ > ‘Reporting rems’ and then ‘planned orders.’
* Select the line in the picklist for the planned order you want to print.
* ‘Planned orders’ > ‘Office copy print. *
* Press enter.
To change a planned order, please call cash management oni
For further information about planned orders please see the Operational Training Guide section 14
which is on Branch Hub at this link: Training article page - Branch Hub Portal (postoffice.co.uk)
or you can access a video by clicking on the link to videos below and selecting either the cash
declaration for individual or shared units in the menu on the Left side of the page:
(Training article page - Branch Hub Portal (postoffice.co.uk))
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Excess cash
Please check the planned order on Horizon before each remittance day to find out how much
cash the branch will receive or will have to return on the next remittance. Any cash return
pouches should be prepared ready for collection by the Cash valuables in transit(CViT) driver
by the appropriate time on your collection day.
Deliveries
Branches will receive Planned Order values for the following products on the working day
before the delivery:
« Branch notes — by denomination
« ATMnotes — by total value (shown as £50 notes)
»* Euro & USD notes — by total value for each currency
Working days for Planned Orders are Monday to Friday.
Planned Order messages should be checked and amended if required before the cut-off time.
Collections
Branch notes only — this line shows the total value of notes to be retained in branch
but excludes ATM notes.
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all
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Ordering cash,
coin and currency
Your branch code is required when ordering cash, coin, or currency. All orders need to
be in line with the service schedule and ordering time restrictions.
Ea]
Cash and coin orders
View & amend your planned orders and
order coin for your branch
Branch notes, ATM notes, Coin
* Coin requirements need to be ordered by the branch. If branch notes and ATM
planned order values need to be amended, you can do this in any of these ways:
« On Branch Hub (Cash and coin orders - Branch Hub Portal (postoffice.co.uk)).
* On Horizon.
* Through Cash management on:
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Currency
Post Office on-demand currency branches need to order/amend currency orders by phoning
Cash management o1
First Rate Exchange Services currency branches will automatically be supplied with a fixed
planned value managed by First Rate.
Post Office will fulfil orders, subject to availability. Post Office may refuse or reduce an order
if we consider the order to be excessive.
WOW
Cash, coin and currency acceptance
All cash, coin and currency deliveries are required to be signed for on receipt to ensure the
correct number of pouches/coin bags have been delivered. Once completed the delivery
receipt should be returned to the delivery crew.
Any pouch that is damaged should not be accepted and the delivery receipt marked
accordingly as refused.
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Checking a delivery
All cash, coin and currency pouches need to be checked after receipt to
ensure the correct amount has been delivered. If you have a discrepancy
with any of your remittances, please refer to Horizon Help, as the type of
remittance will determine who you need to contact about
the discrepancy and the timescales.
For further information you can use this Lit
which takes you to the work aid section on Branch Hub and then select
‘Remittances work aid’ from the list on the left.
For training videos, please also use this link:
The menu on the left contains videos on:
« Remitting in cash
« —Remitting in coin
« Remitting in currency
« How to reverse a cash or currency remittance
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All deliveries or collections of currency and cash for each branch will be by
secure means by Post Office or its supplier.
Deliveries and collections of cash, coin and currency are completed in line
with the Post Office Limited Cash and Secure Stock Remittance Information on
Horizon Online Help and Branch Hub.
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Dispatching
When returning cash, please check the driver's ID and collection card. The driver will provide
an interim receipt for each pouch/ bag of coin collected. At the end of the collection a final
receipt will be provided. Any pouches not collected will be crossed through and the branch
will need to sign that the item was not collected.
Please only return items that are on the Horizon receipt.
Any damaged pouches will not be accepted by the crew.
It is best practice to have someone double-check the return.
For further information please use this link:
Training article page - Branch Hub Portal (postoffice.co.uk)
which takes you to the work aid section on Branch Hub and then select
‘Remittances work-aid’ from the list on the left.
For training videos please use this link:
Training article page - Branch Hub Portal (postoffice.co.uk)
The menu on the left contains videos on:
e Remitting out cash
« Remitting out coin
« —Remitting out currency
« How to reverse a cash or currency remittance
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Stock and stores
management
Ordering stock
How to guide
Returning stock
How to guide
Obsolete stock
How to guide
Stores ordering
How to guide
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Ordering stock
Royal Mail stock management
Your Post Office branch will sell a variety of Royal Mail products to customers. To help you sell and account for these items correctly, please
follow advice on Horizon help.
F2 (Postal Services)> F1 (Royal Mail)> F2 (A-Z)> F6 (Q-Z)> F14 (Stamps)> F3 (Special Stamps)
Your branch code is required when ordering stock. All orders need to be in line with the service schedule and ordering time restrictions that are
specific to the branch.
Te
Stock orders
Order value and non-value stock items
for your branch
The required stock needs to be ordered by the branch, and this can all be done either of these ways:
« On Branch Hub Stock Ordering landing page - Branch Hub Portal (postoffice.co.uk)
* On Horizon
Post Office will fulfil orders, subject to availability. We may refuse or reduce an order if we consider it to be excessive.
Emergency orders can be made for limited items subject to conditions by calling the Branch Support Centre on i
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Stock acceptance
All stock deliveries are required to be signed for on receipt to ensure the correct number
of pouches/coin bags have been delivered. Once completed the delivery receipt should be
returned to the delivery crew.
Any pouch that is damaged should not be accepted and the delivery receipt marked
accordingly as refused.
Checking a delivery
All stock pouches need to be checked after receipt to ensure the correct items and amounts
have been delivered. If you have a discrepancy with any of your remittances, please refer to
Horizon Help, as the type of remittance will determine who you need to contact about the
discrepancy and the timescales.
Stock remittances need to be entered on Horizon within 24 hours using the “rem in from
ADC" function
For further information please use this link:
Training article page - Branch Hub Portal (postoffice.co.uk) which takes you to the work aid section on
Branch Hub and then select ‘Remittances work aid’ from the list on the left.
You can watch a video on remitting in stock at the link below, which takes you to the ‘how to’
videos and select from the menu on the left:
Training article page - Branch Hub Portal (postoffi
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Returning stock
All deliveries or collections of stock for each branch will be delivered by secure means by
Post Office or its supplier.
Deliveries and collections of value stock are completed in line with the Post Office Limited
Cash and Secure Stock Remittance Information on Horizon Online Help and Branch Hub.
Dispatching
« When returning stock, please check the driver's ID and collection card.
+ The driver will provide an interim receipt for each pouch.
« At the end of the collection a final receipt will be provided.
« Any pouches not collected will be crossed through and the branch will need to sign that
the item was not collected.
* Please only return items that are on the Horizon receipt.
* Any damaged pouches will not be accepted by the crew.
It is best practice to have someone double-check the return.
For further information please use this link:
Training article page - Branch Hub Portal (postoffice.co.uk) which takes you to the work
aid section on Branch Hub and then select ‘Remittances work aid’ from the list on the left.
For training videos please use this link: Training article page - Branch Hub Portal
(postoffice.co.uk)
The menu on the left contains videos on:
« —Remitting out stock
« How to reverse a cash or currency remittance
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Obsolete stock
Please follow any product withdrawal instructions published in Branch Focus, including
return timescales, to minimise the chance of you being left with obsolete stock in your
branch.
If you have an obsolete stock item to hand that you cannot return to the National Stock
Centre because the button for that item i: vailable on Horizon, please
contact the Branch Support Centre on!
I They will let you know the steps
to take to resolve this.
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Stores ordering
Stationery
Post Office will provide a supply of refill pads for the self-inking date stamp for the
initial branch set-up. Once this stock has been exhausted, it’s then the Postmaster's
responsibility to replenish the stock. Additional pads for the self-inking date stamps
(item code SP185) can be ordered through Branch Hub on the scheduled stock delivery.
Postmasters can source pens, pencils, rulers, rubbers, paper clips, coin and note bags
etc from any supplier they choose to use at their own expense. (Post Office currently
supplies coin and note bags to return cash only on a quarterly distribution cycle.)
Horizon consumables
Horizon consumables (such as ink cartridges and paper rolls) can either be ordered on Branch
Hub or in line with the process and timescales in the “Ordering Stores and Stock” Operations
Manual on Horizon Online Help. You'll need your branch code when ordering all stock.
POH7001 - Ink cartridges
POH2515 — Back-office ink cartridges POH140209
- Horizon counter paper rolls
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1
Order non-value stock
Low on envelopes? Running out of
forms? Find all your sundry stock and
stationery here.
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Daily checks and procedures
Pre-opening preparation
Equipment and till checks before opening
Setting up specialist services
Self-service kiosks, outreach and Mailwork
Receiving PUDO items
Managing items from new carriers
Mails integrity
Secure mails storage before collection
Mails segregation
Preparation of Royal Mail and Parcelforce items before collection
Drop and go
Fast-track mails for regular senders
Mails collections
Reporting issues and the escalation process
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Pick up
aleaflet for
more on
Home Insur:
Pet Insura
Before opening your branch we recommend spending a few minutes getting ready and
prepared for the day ahead. Allow some time each morning to cover the following areas:
« Equipment and point of sale.
«Till preparation.
Equipment and point of sale
It can be helpful to view your branch through the customer's eyes.
For more detail refer back to standards, and also just take
some time each day to review your leaflets and posters to make sure they are:
* Current.
« Correctly displayed.
« Have your branch code on (where applicable).
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96
Scales
To ensure that scales are accurate branch teams should test the scales regularly and report any
Records of the tests such as date tested and
faults immediately to Grapevine oi
any faults, are required to be kept for audit purposes, and they may be liable for test and
inspection by local Trading Standards officers. Sets of test weights are provided for this
purpose. Further information on scales can be found on Horizon Online Help and Branch
Hub. A video to assist with resetting scales is also available
https://vimeo.com/430701177/52eecf56fa
PIN pads
Please make weekly checks for any tampering in line with Payment Card Industry
(PCI) regulations and once a month this test is to be recorded on Horizon as part of the
monthly balance. For more information please click PCI.
Till preparation
Each morning check your till to make sure you have enough cash, coin, stock and currency.
This is especially important on days if you have new special stamps on sale.
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Certain branches have ‘specialist services’ that are not available across the full
network.
Examples include:
« Outreach management
+ Mailwork branches
* Self-service kiosks (SSKs)
If you are one of these branches, you should have a copy of the relevant manual.
If you would like further guidance or you need another copy, please contact your Area
or Business Support Manager.
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Receiving Pick
Up, Drop Off
(PUDO) items
Our relationships with new third-party carriers are still developing
and will continue to evolve over time.
PUDO services include, but may not be limited to:
+ Customer collections
+ Diversions from the customer's home address.
* Customer drop-off for parcels and returns.
* — Sale of domestic and international courier services.
Subject to parcels meeting the relevant product specifications, branches have a
requirement to carry out the following:
« Accept parcels that are allocated for customer collections.
« Keep parcel tracking up-to-date by scanning parcels into Horizon or the
Amazonn Hub App.
« Securely store parcels.
« Ensure that parcels are segregated and handed over to the correct carrier.
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Escalation process for failed collections
In the first instance please contact the carrier direct. If you have contacted the carrier 3 times and the items are still in your branch, please
contact the Branch Support Centre on f ] who will support you in escalating this.
amazon EVRi
Post Office- BSC
Phone contact
Non-RM option} 'Non-RM option} Non-RM option}
Post Office- PUDOMailbox Evriescalations DPDpickup DHLpickup
Email contact
Carrier Use ‘click2call’
Phone contact function on phone
Help and support is on hand from the Branch Support Centre team, and electronic training materials can be found on Branch Hub —
https://branchhub.postoffice.co.uk/bh?id=kb_search&kb_knowledge_base=5c1439f9db330010b97667 1cd396198a&spa=1&kb_category=4a020b7a1b6674543d-
571fc8b04bcb92
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Mails integrity
The Postmaster is responsible for ensuring all mail is held securely on the premises until the scheduled collection(s). Only those members of
your staff who have completed their mails compliance tests on mails integrity are allowed to have access to the mail.
Post Office will arrange a scheduled final mail collection and any additional relief collections for the branch. When the collector arrives, their
identity must be confirmed, and mail handed over only to someone with the appropriate identification.
The Postmaster is responsible for the safekeeping of any letter, parcel or other item transmissible by post, which is conveyed, received, sorted,
collected, delivered, or otherwise handled (“postal Items”) while it is in the Postmaster's custody. The Postmaster is responsible for protecting
postal Items from delay, loss, theft, damage and/or interference of any kind.
Security instructions issued and amended from time to time by Post Office set out the procedures Postmasters need to follow in relation to
the collection, handling, conveyance and delivery of any Postal item. If the Postmaster or any member of their branch team does not follow any
such procedure,
it is deemed to be a material breach of the Agreement.
Post Office views any incident of damage to, theft or loss of, or interference with, a postal item (“incident”) as very serious. Postmasters
therefore need to report any such incident to us as soon as possible by contacting the Branch Support Centre on
For each such incident you are required to record at least the following details: :
«The date, time, and place.
* The number of (or, where not known, a reasonable estimate of) postal Items involved.
« As far as reasonably practicable, the members of your team who may have participated in the conveyance, receipt, collection, sortation, or
delivery of the postal Item(s) involved; and any other details in relation to it (including the factual circumstances).
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Mails segregation (Royal Mail
& Parcelforce)
Large Letter
This drop bag is
ess than 750g and is large letter size or smaller
Segregating mail correctly helps to ensure that customers’ post is sent in a timely way, and it forms an important part of our contract with
Royal Mail; if we don't get it right, we could be fined, using valuable funds that could be spent elsewhere.
You should please ensure all ‘mail items’ are accepted, processed and conform to the agreed Post Office Limited and Royal Mail requirements
by following the guidelines below.
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Please share with the team
Mails segregation laminates are available for all branches and support can also be found on Branch Hub in the mails segregation toolkit
(Training article page - Branch Hub Portal (postoffice.co.uk)). This is jointly supported by the NFSP who also has its own mails segregation
advisors, who can provide support and visit branches. They can be contacted at mailssupport:
1* Class parcel bag to be sealed with 2° Class parcel bag to be sealed with 2™ ClassI Letter/Large Letter bag to be sealed with
1* Class parcel label parcel label. a Letters/Large Letter label.
« 2°4 Class parcels that are not on .
+ Anyitem that is Large Letter size or smaller up to
+ 1 Class parcels that are not on the ‘keep separate’ guidance laminate a0
the ‘keep separate’ guidance + 2 Class loose meter parcels except tor:
laminate. + Tracked 48 Returns and 2nd Class return *
q - Franked/meter mail
+ International Standard and parcels 2
, - oe = Account (PPI) mait
Economy Parcels/BFPO/Articles + 2% Class prepaid online parcels and » potty mat
for the Blind. Royal Mail Click and Drop 7
+ 1 Class loose meter parcels
+ Tracked 24 Returns and Freepost
parcels
+ 1 Class prepaid online parcels
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Additionally, there are a number of mail items that have to be kept separate (see below):
Hold separately in a priority mail bag.
Hold separately and hand over to Parcelforce driver.
Should be presented by the customer in a SEALED bag and with a sales
order for scanning — hand these over to the Royal Mail driver. PRIORITY PPI
mail should go in your priority mail bag.
Kept separate in an UNSEALED mail bag and hand over to
Royal Mail driver loose
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Drop & Go
Why Drop & Go?
It's a free, fast-track mails drop-off service for businesses, online sellers and anyone who
is regularly sending items.
«It's a great customer relationship tool that you can use to ensure your most valuable
customers receive a VIP service and allows you to manage queues by processing
when convenient.
* Customers can sign up for an account in branch or online. They then simply drop
their mail off in branch and you process before the final collection at a time that
works for you and the branch.
« It's helpful if you advise customers of your last collection times and agree a ‘final’
drop-off time for same day processing.
Support and further information
More information can be found on Branch Hub (links below) including:
« Adistance learning pack
Training article page - Branch Hub Portal (postoffice.co.uk)
3 videos are also available to support on the link below:
Training article page - Branch Hub Portal (postoffice.co.uk)
* Create a manifest from Ebay
« Link and Ebay marketplace
+ Online features
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Mail collections
Reporting an issue with collections for Royal Mail and Parcelforce
As part of the agreed Local Issues Resolution Process, it is the branch's responsibility to report an initial issue with your collection. Please call
the Royal Mail or Parcelforce Helplines to report the following:
« — Drivers carrying out collections in an unsafe manner.
+ Missed final or relief collections.
« — Regularly being late or early for final/ relief collections.
« Failure to collect all mail and or documentation (where applicable including Parcelforce Worldwide items).
« Royal Mail failing to provide empty bags when requested.
+ — Drivers mixing mail after collection or indicating segregation is not required.
« — Insistence by Royal Mail staff they are attended to immediately.
+ — Staff attitude or behavioural issues by Royal Mail staff in a Post Office branch.
Helplines
« For Royal Mail please call
. i (then hold - ignore the Residential option), then you'll hear the next menu to choose option 4 for
Products and then option 1 for Collections).
« For Parcelforce, please call?
When you contact either helpline you should obtain a reference number- please make a note of this. The advisor will let you know what actions
are being taken to resolve your issue. If you would like a call back, please ask for this when reporting the issue.
Please be aware, for missed collections it may not be possible to recover the collection the same day and the mail will be recovered on the next
scheduled collection.
Mail Bags
Your collection driver should make sure that you are replenished on each visit, however, if this is not the case, please call the relevant number
above and confirm that you have not had any or sufficient bags dropped off to support the volumes of mail you have in branch.
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Escalations
To escalate any issues, please call our Branch Support Centre on
4 Please provide details of the issue, when it occurred,
including the MRN/SR number. If you don’t have the MRN/SR number,
please tell Branch Support what date and time you called Royal Mail/
Parcelforce. Branch Support will escalate your enquiry into Royal Mail
Group. Please also escalate to the Branch Support Centre if you have any
difficulties in getting through to the Royal Mail / Parcelforce helplines.
Final collection
When the last letters collection is made all items of mail should be
cleared from each branch. Any mail items transacted after the last
collection should be secured as per the Mails Integrity guidelines which
are detailed in the Security Operations Manual and customers should be
advised that the items will not be leaving today.
operational training guide which is on Branch Hub Training
article page - Branch Hub Portal (postoffice.co.uk}
I I A step-by-step guide is covered in section 10 of the
You can also watch a video to show how to correct a despatch with
missing items by clicking this link: Despatch Report - Amending for
Missing Special Delivery or Parcelforce Worldwide Items (vimeo.
com!
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Mails
Despatch
F2
Despatch
Branch I Counter I Other
Counter
21 22 23,
Reports
DespatchI DespatchI Excel
espatcnIPeprnt [Reon
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107 © reading time 2 mins
Weekly checks and
procedures
In addition to the previously documented daily checks, the following may happen weekly or fortnightly:
« Ordering of cash, coin, currency and stock (link to previous sections).
« Returning of cash, coin, currency and stock (link to previous sections).
« Sending and receiving remittances (link to previous sections).
Selected branches may also receive Biometric residence permits as part of their CViT service.
Biometric Residence Permit (BRP) collection service - introduction
The BRP collection service is available in around 207 Post Office branches. The customer makes an application to the Home Office and based
on its decision a BRP is produced. The BRP can then be collected from a designated Post Office where validation checks are carried out at the
counter.
A BRP is required for any non-UK citizen coming to live, work or study in the UK for more than 6 months.
The service has a small Post Office team dedicated to supporting the collection and redirection of BRPs, with direct contacts to the Home
Office, and can be contacted by:
Below is a link to the BRP workbook.
Identity services - Biometric Residence Permit (postoffice.co.uk
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Monthly checks and
procedures
In addition to the previously documented daily and weekly checks, the following need to be covered monthly.
Paperwork storage & disposal
All accounting paperwork needs to be filed and stored securely at the branch so the information can easily be located and identified if needed.
Further information about storage conditions and sharing can be found in the Compliance Workbook — Information Security & Data Protection —
Post Office Information Classification Standards, which you can find on Branch Hub by searching for ‘Compliance Workbook.’
The length of time to retain each product is set out in Horizon Help — Other help (Security) - Confidential Waste & Retention of forms.
Branch Trading Statements must be kept for at least six years after the end of the financial year they relate to,
together with all underlying or supporting records and vouchers relating to the branch.
Confidential waste disposal
Confidential information is any document, electronic or physical, which contains information about any member of the public, employee, partner,
client, corporate customer, or information which is commercially sensitive or financial. Such information is required to be disposed of securely,
using a method such as shredding, not through the general waste. Further information on disposal methods can be found in the Compliance
Workbook - Information Security & Data Protection — Post Office Information Classification Standards, which you can find on Branch Hub by
searching for ‘Compliance Workbook.’
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Section 6
Branch
accounting
e Daily accounting
e Weekly accounting
e Monthly accounting
Version 4.0 I Shared in commercial confidence I July 2024
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Daily branch accounting
This section works in conjunction with the daily checks/procedures section covered in operating your branch and this can be accessed at Daily
checks/procedures.
To help with daily accounting, there are 3 training guides available on Branch Hub(Training article page - Branch Hub Portal (postoffice.co.uk))
that will take you through the key activities.
These are:
« Section 2- getting started.
+ Section 10- end of day activities
+ Section 13-back-office transactions.
All new branches will also have in-branch support from Onsite Trainers when they open and further support can be arranged through your
field team contact (Business Support or Area Manager).
Transaction acknowledgements
After successfully logging in, the first message of the day will usually be a transaction acknowledgement.
A transaction acknowledgement is issued to a branch the day after the relevant transaction(s) have taken place. For Paystation, a transaction
acknowledgement is issued to a branch the day after the transaction, provided the batch control summary (list of all Paystation transactions) is
produced in branch before the cut-off time, which is currently 5pm, but is subject to change.(If the batch control summary is produced after the
cut-off time, the transaction acknowledgement will be issued two days after the transaction took place.)
When a Postmaster accepts the transaction acknowledgement, and transfers the corresponding cash into the stock unit, the record of cash and
stock on Horizon will be adjusted accordingly.
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End of day activities
At the end of the working day there will be various back-office accounting
procedures to carry-out. These are detailed in section 10- end of day activities and
include:
« Despatch of cheques accepted for payment (in selected branches only)
« Despatch of cheque envelopes received for banking customers (all branches)
« Cash declaration (all branches)
Transaction reversals
Occasionally you may need to perform a transaction reversal to correct an issue.
The process for reversing and the timescale to complete these vary so please refer
to section 13- back office for more detail. Common reversals include:
« Mobile top-ups
« Automated receipts (bar-coded or magnetic strip bill payments and Postal
Orders)
« Certain mails transactions (spoilt labels and Parcelforce reversals)
Other reports
Additional useful reports for daily accounting include transaction log, rems in/out
reports, sales report, and the transfer reconciliation report. These can be found in
section 13-back office or on Horizon help.
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112 © reading time 2 mins
Weekly branch
accounting
To help with weekly accounting there is a training guide (section 11 weekly accounting
available on Branch Hub Training article page - Branch Hub Portal (postoffice.co.uk))
All new branches will also have in-branch support from the Onsite Trainer when they
complete a first weekly balance. Additional support can be arranged through your field
team contact (Business Support or Area Manager).
Balancing support is also available on Horizon help and from the Branch Support Centre
Specialist services (not available in all branches) such as self-service kiosks (SSKs) and
ATMs should also be balanced every 7 days. Please refer to your relevant guides for
support with this.
Weekly accounting
It is advisable that a balance period rollover is completed weekly. Step-by-step guidance
are in section 11 weekly accounting and as an overview this includes:
« Completing usual daily end of day activities
* Accurrency declaration
* — Stock on hand declaration
* Stamp declaration
+ Cash declaration
e Product balance report and rollover
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Monthly branch
accounting
To help with monthly accounting there are 2 training guides on Branch Hub:
* section 12- monthly accounting
Training article page - Branch Hub Portal (postoffice.co.uk
* section 20 - troubleshooting Training article page - Branch Hub Portal (postoffice.co.uk)
All new branches will have the offer of in-branch support from Onsite Trainers when they first
open and further support can be arranged through your field team contact (Business Support or
Area Manager).
Monthly branch accounting support is also available on Horizon help and from the Branch
Support Centre (BSC)
Monthly branch accounting
You will need to complete a monthly or trading period balance. This activity should be carried out
in line with the dates for your designated balancing group (A, B, C or D).
Step-by-step guidance is contained in section 12 - monthly accounting, and as an overview
this includes:
« Complete end of day activities
* Complete end of week activities
« Print postage label report
« Print suspense account
* Complete monthly PCI PIN pad inspection declaration
« Office rollover and trading statement
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Settling discrepancies
When you carry out a monthly trading period balance, if you identify a discrepancy you will
need to follow one of the below options on the Horizon screen. This will help you roll over
into a new trading period and seek support, if required.
1. Review Dispute CALL BSC:button
To be used for all discrepancies, including those you are reviewing in branch. If you need
extra support in resolving the discrepancy, then please call the Branch Support Centre
s soon as possible. The Branch Support Centre will aim to resolve
the discrepancy with you and, where this is not possible, explain the next steps.
2. Make good cash:
This is optional and can be used to settle a discrepancy without seeking support. If you
are unsure whether to settle a discrepancy, then please call the Branch Support Centre
who will guide you through the next steps.
Further guidance on how to balance and the available support with
le discrepancies can be found here: section 12 - monthly accounting
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Disputing a discrepancy or transaction correction
Disputing a discrepancy:
Step 1: Making the initial call into the Branch Support Centre:
The Branch Support Centre will support you through any balancing issue. If required, the Advisor will ask about your discrepancy and do some
basic checks over the phone to try to resolve it. If they can’t resolve the discrepancy right away, they will pass it to the Network Support &
Resolution Team to review and support you further. We will need your email address and a telephone number so we can keep you informed of
progress.
Step 2: When the discrepancy is passed to the Network Support & Resolution Team:
A Support Advisor will acknowledge receipt by telephone and/or by email, providing their contact details and explaining the next steps. On
occasion, we may need to contact you for more information or to discuss the discrepancy further. We understand how busy Postmasters can be,
which is why it is important that you provide as much information as you can when contacting the Branch Support Centre.
As a part of the review, the Support Advisor will:
* Support you at each step of the review.
* Contact you by telephone to discuss their review.
« Offer you a copy of their report.
« Follow up by email and provide details of the next steps.
Step 3: What if you don't agree with the outcome of the review?
If you feel your discrepancy has not been resolved to your satisfaction, then you can refer the issue to the Dispute Resolution Committee. To do
this, please contact your Support Advisor by email, providing any additional information you wish to be considered. Your Support Advisor will
explain the next steps.
If you would like independent help to assess the content of a review, then you can contact the National Federation of SubPostmasters (NFSP)
IThe NFSP is a member-led, not-for-profit trade organisation, supporting members to operate a Post Office and retail
outlets.
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Disputing a transaction correction:
If you would like support in disputing a transaction correction, then please contact the
telephone number and/or the email shown on the transaction correction notification. This
will ensure you get to the right team for support based on the reason for the transaction
correction.
The team will support and guide you through the process.
We have produced a support guide for Postmasters to review a discrepancy.
The guide can be found at: Training article page - Branch Hub Portal (postoffice.co.uk)
Troubleshooting:
We have produced a troubleshooting guide to support Postmasters
with information about the common causes of discrepancies and how to resolve them.
The guide can be found at: Training article page - Branch Hub Portal (postoffice.co.uk)
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Section 7
Products
and services
Growing your business
Mails and mails products
Banking
Bill payments
Financial services
Government services
e
°
e
e
e Travel services
e
e
e Other products
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118 ©) reading time 10 mins
Products and services
Post Office provides a wide range of products and services. The availability in branch varies depending on the format and location of the branch.
Below is a brief breakdown and description along with some links to training and sales support material (referred to as distance learning packs)
along with some product videos.
Growing your business
Looking at internal and external opportunities
Mails and mails products
A range of postal services to send, collect and return using a range of carriers
Banking
Access to personal and business accounts with selected banking partners
Bill payments
Paying utility bills, rent or topping up cards and keys
Travel services
Buying and selling currencies, Travel Money Card and Travel Insurance
Financial services
Over 50s Life Insurance and a range of Savings
Government services
Biometric Residence Permits, ID verification, Passport checking, DVLA services (taxation and driving licences)
Other
Gift cards, Postal Orders, money transfer services from Western Union and MoneyGram
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Growing your business
Post Office is keen to work in partnership with Postmasters to help them build their reach within the local community and widen the recognition of our brand. The
primary support for this is via the field team and area or business support managers.
External opportunities
Support is available with tools and videos on Branch Hub showing the power of ‘prospecting’ for new business. The links are below but here is some testimony from
Tony a Postmaster at Thorne Post Office.
“A major part of my success as a Postmaster is undertaking regular prospecting visits in the community. I see it as an integral part of my role. This has helped me
establish myself as a key member of the business community and played a significant part in our customers rating us so highly. Being pro-active has helped to grow
my business and build awareness of customers’ needs. The commercial impact has also been strong with banking deposits growing 40% year on year and new
products such as EVRI have launched successfully (using previous prospecting leads) achieving numbers of 150 per day and buy-in branch numbers are also lifting.”
. Leads can be gained using local knowledge and the internet and it is a great way to connect with other local independent retailers and
other parts of the community such as schools and residential homes.
. Prepare in advance a pack containing a business card, a map detailing Post Office location (along with bus stops and car parks) and
take plenty of leaflets around Mails and Banking
I kne
ing up to 5
station, and they now pa
hold up th
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Further information is available via the links below which include a prospecting guide and 2 editable letters for Mails
and Banking Training article page - Branch Hub Portal (postoffice.co.uk)
There is also a video The Value of Prospecting - How Postmasters in Bolton have grown their business on Vimeo
Internal opportunities
Having a sales focus and using great conversations can also build business with your current customers. Area and business support managers
can offer help and advice around your sales week including:
. Morning huddles- cover review of previous performance, agree daily/weekly expectations, recognise individual and team success,
practise, and coach conversations, overcome objections.
. Sales management- setting and tracking of numbers, planning of activity(power hours or promotional days)
. Coaching- building product knowledge through training and quizzes, practising and observing conversations and support for
overcoming objections and use of the professional withdrawal if the customer is not ready to commit.
All these activities can create a great team ethos and deliver added value for customers whilst growing commercial revenue. The key is to have
fun and celebrate success!
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Sa
Mails and
associated
mails products
A range of postal services to send, collect and return items.
These include a variety of carriers including Royal Mail, Parcelforce, and new partners
Amazon, DPD, Evri and DHL, with both inland and international services. Stamps, philatelic
products and mail redirections are also available.
Training support:
« ShapeDistance learning packs for inland, international and Drop & Go are found on the
link below (just search in the contents on the Left side):
¢ Training article page - Branch Hub Portal (postoffice.co.uk)
«Pick up/Drop off(PUDO)-Amazon training Mails - PUDO - Amazon training material
(postoffice.co.uk)
« PUDO- DPD training Mails - PUDO - DPD training material (postoffice.co.uk)
« PUDO- DPD buy-in branch Mails - DPD Buy In Branch (postoffice.co.uk)
« PUDO- Evri Mails - EVRI Pitch Pack (postoffice.co.uk)
e PUDO- Evri buy-in branch Mails - Evri - Buy in Branch (postoffice.co.uk)
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Post Office offers a wide range of banking services for our customers. .
Personal and business banking customers can:
« Deposit cash.
« Deposit cheques (branches are required to accept in the correct bank envelope). Jy AIA hed CG A
* Withdraw cash. .
+ Check balances. right here
« Change Giving/Change Giving Lite (business customers only).
« Timesaver (secure drop off for cash deposits in sealed pouch).
« Pre-authorised cheque encashment.
« Business cheque encashment (selected offices only).
Please click on the Everyday Banking Distance Learning Pack below.
Points to remember:
« All cash deposits must be transacted in front of the customer (Excluding Timesaver)
« Acash withdrawal should only be carried out when specifically requested by the
customer,
« Please ensure all receipts for banking transactions are handed face down.
e All bank collateral for change giving services can be found on Horizon Help.
No Credit Card payments from any bank can be made at any Post Office
Training support:
The Banking distance learning pack is available at the link below (search Everyday Banking
in the contents on the left) Training article page - Branch Hub Portal (postoffice.co.uk)
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* Gas and electricity - pay bills, top-up cards and keys.
* Council tax, housing and rent payments.
+ Water bills.
« Broadband and mobile top-ups.
* Gaming and digital vouchers.
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Travel services
« Travel Money - a wide range of currencies to buy and sell.
* Travel Money Card- a pre-paid Mastercard that can be loaded with up to 22
currencies.
«Travel Insurance - 3 levels of cover and options of single trip or annual cover
with other add-ons.
Training support:
« Distance learning packs for Travel Money and Travel Insurance can be
accessed at the link below (search in the contents on the left side):
Training article page - Branch Hub Portal (postoffice.co.uk)
« A Travel Insurance sales process video can be accessed at the link below
(search in the contents on the left side):
Training article page - Branch Hub Portal (postoffice.co.uk)
e The Travel toolkit is also here: Training article page - Branch Hub Portal
postoffice.co.uk,
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Financial services
* Over 50 life insurance — for customers to get help towards the cost of a
funeral or leave a gift.
* Savings - easy access, fixed rate and tax-free options.
Training support:
« Distance learning packs for Savings and Life Insurance can be accessed at
the link below (search in the contents on the left side):
Training article page - Branch Hub Portal (postoffice.co.uk)
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a leaflet
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Government
services
« Biometric Residence Permits — these are required for any non-UK citizen coming to live,
* work or study in the UK for more than 6 months.
e ID verification - customers can get documents checked and identity verified at a Post
Office.
« DVLA services - taxing cars and driving licences.
« Passport checking - a choice of paper renewal or digital application.
* Security Industry Authority (SIA) applications - digital applications for the security
industry.
Training support:
« Distance learning packs for DVLA and Passport Check and Send can be accessed at
the link below (search in the contents on the left side):
Training article page - Branch Hub Portal (postoffice.co.uk)
« Tablet guides for Passport, DVLA and SIA can be accessed at the link below
(search in the contents on the left side):
Training article page - Branch Hub Portal (postoffice.co.uk)
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Our services
‘Your guide to our UK and international
parcel and letter services
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Other services
« Gift cards - cards for all occasions from One4all and from high street and online
retailers such as Google, ASOS, Sony, Microsoft and more.
« Postal Orders - a safe way to send money without having a bank account.
« Money transfer services — customers can send and receive money within the UK and
to/from overseas either person to person or to a bank account.
Training support:
« The MoneyGram distance learning pack can be accessed at the following link:
Training article page - Branch Hub Portal (postoffice.co.uk
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Gift cards
Please pay for your card at the Post Office counter.
Give the gift of choice
for the world's
best teacher
Spend in over 130 high sveet bron
ation and nine
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Section 8
Supporting you
Support available
Security support
Marketing support
Wellbeing support
Keeping you updated
We're listening
Version 4.0 I Shared in commercial confidence I July 2024
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Support available
Face-to-face support
Support is available for every Post Office
Operations - Regional & Area Manager Contact Details (postoffice.co.uk)
Digital support
Support is available 24/7 on personal devices and Horizon
Service and support centres
A team of telephone advisors is there to provide operational
transactional and equipment support remotely
Contact list
You can find key numbers to support you in delivering for customers in this link:
Branch Hub - Branch Hub Portal (postoffice.co.uk)
Other support
Independent support from NFSP a membership organisation
which represents Postmasters across the UK
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Face-to-face support
Business Support Managers
Your Business Support Manager is your early day support through
the beginning of your Post Office journey. They will follow on from your
initial training to help embed the practice and processes in running
a successful Post Office branch.
They can be contacted by phone or email and will make regular visits to
your branch through the first 3-6 months of trading.
You can access your Business Support Manager's name, phone number
and email address below:
Operations - Regional & Area Manager Contact Details (postoffice.
co.uk)
Area Managers
Following your early day support, you will then be further supported by
your Post Office Area Manager. Your Area Manager can be contacted
by phone or email, they provide tailored support for your Branch’s
needs. They will engage with you on performance data, discuss
operational issues and support in helping to grow your Post Office
business. Area and Regional Managers also hold events and meetings
for Postmasters, both virtually and in person. These events are both
a learning experience, as well as a great networking opportunity for
you to meet other Postmasters.
You can access your Area Manager's name, phone number and email
address below:
Operations - Regional & Area Manager Contact Details (postoffice.
co.uk)
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Matt Edgar, Area Manager
great
the community
Deepak Valani, Business Support Manager
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Face-to-face support
Peer to peer support
Peer Supports are a team of some 140 experienced frontline counter
people, geographically covering the whole of the UK, who offer up some
of their time to support and coach other Postmasters and their teams in
maximising remuneration by delivering excellent and knowledgeable
service to our customers. They are mainly Postmasters themselves and are
used to dealing with Post Office transactions and processes alongside the
daily running of the retail business, and the challenges that can bring. A
peer support can support you in delivering excellent service in the ‘bread
and butter’ products we sell - Mails and banking in particular - and can
help from early days to last day of service to refresh or steer an alternative
way of introducing products, as well as being there to show you what good
looks like. They visit you in your branch at a convenient time for you and
your team.
A request to get peer support comes from a variety of sources, including
from the branch itself if the Postmaster feels this would be beneficial and is
free support resource delivered in an empathetic manner - by people who.
do the job themselves. Contact can be made through your Area Manager,
Business Support Manager or by calling the Branch Support Centre.
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The Team at Milford Post Office
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Face-to-face support
Branch assurance advisors
This role is to plan for and deploy Branch Assurance support activity.
During the visit they will verify assets in a Post Office branch and
produce a factual, detailed, and accurate account of the visit (including
areas identified for improvement) to provide to the Postmaster.
Security support advisors
Post Office Security is committed to safeguarding and protecting its
Postmasters, colleagues, and customers by minimising the risks that
crime presents.
As part of your onboarding process, our Security Support Advisor
will reach out to you within the first six months of trading to provide
assistance and offer a security health check visit.
During this visit, your dedicated Security Manager will survey your
branch and identify any necessary security improvements such as
procedures and equipment, with a focus on raising security awareness
and preventing crime.
At any stage, if you need further assistance or support, please contact
Grapevine ont
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Contract advisors
There may be occasions when the obligations as set out in your
contract are not being met. If this is the case, Post Office will take
steps to ensure performance of the contract, while also supporting
you in this process. It is the role of the Contract Advisor to manage
this process and ensure that both Postmasters and Post Office Ltd
are meeting their obligations.
The team is contactable at}
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Face-to-face support
Network Provision Lead
The Network Provision Lead (NPL) is the project sponsor for all business
as usual and programme projects that are delivered into our network.
The NPL is also responsible for the initial engagement of all our new
Postmasters as they join Post Office, this is a crucial part of the role
providing high levels of support and encouragement to our potential
new Postmasters through the early stages of the onboarding process.
Property Project Manager
The Property Project Manager (PPM) is responsible for the initial scoping
of an existing Post Office branch or proposed new premises, working in
collaboration with the Postmaster and Network Provision Lead (NPL)
to propose and agree a design they both all agree will maintain a viable
offer and create a positive customer experience. The PPM will then
support the Postmaster in realising that design in the build phase. The
PPM is also responsible for the wider Post Office strategy by planning
and managing all opening, closure, and refurbishment projects during
the active delivery phase.
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Face-to-face support
Onsite trainers Banking Hub Fuad Rahman, Onsite trainer
Onsite Trainers provide in branch training and support for new
Postmasters and their teams, setting up the branch, and supporting
with all live customer transactions and accounting activities during
the first 6 days of opening.
Onsite Trainers also provide on-going training and support to
existing postmasters and their teams, either remotely or in branch.
You can ask your Business Support Manager or Area Manager to
arrange the support of an Onsite trainer.
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Digital support
Branch Hub
Branch hub https://branchhub.postoffice.co.uk/bh provides a digital
platform for many tasks that used to be done over the phone.
Information to help you troubleshoot issues is available on Branch
Hub. More useful tools are being added regularly to make Branch
Hub a one-stop shop for Postmasters. We see Branch Hub as an
important tool to provide even better support to Postmasters and
BRANCH HUB welcome any ideas for more things we can make digitally available
for you.
orizon Help Horizon Help
Use the options below to navigate our Horizon Help
We provide information on Horizon about how to transact products
and services and topics such as branch balancing and discrepancies.
To access this Help resource on Horizon, please press the Help
Home button and then press the appropriate button for the topic
you need.
Please give this a try!
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136 © reading time 2 mins
Service and
support centres
Post Office has a variety of service and support functions that are here
to support you. The 2 main service centres are Branch Support Centre
(BSC) and IT digital service centre and below are the contact details
and a brief description of the support they can provide.
GRO
transactional guidance. This covers product and service information,
branch closures/change of hours and logging of complaints. They can
also connect you to other support functions around security, balancing
and building issues.
Branch Support Centre} I provides operational and
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GRO
I provides support around
IT digital service centre}
equipment issues such as horizon equipment, identity tablets and
Amazon phones. You can log issues quickly via this link Catalog -
Browse - Branch Hub Portal (postoffice.co.uk)
Other support functions are listed below.
Please print this and use for reference.
Network monitoring and reconciliation
Network support and resolution
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The team supports branches to maintain accurate branch accounts
resolution to any accounting issues raised
Security team
you and your team
and ensure transactional errors are dealt with quickly and effectively
The team supports branches by reducing the risk of crime to protect
networkmonitoring}
The team supports branches by providing fast and effective
Via Branch support centre
grapevine.admin
postofficesecurity!
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Service and
support centres
The team supports Postmasters through every step of the application
Onboarding team process by providing you with a named contact
Vetting The team will do checks on new Postmasters and assistants
Fit and proper The team process annual checks required to meet HMRC obligations
around operating branch
The team issue individuals with a unique Smart ID to access the
Smart ID horizon system
Scheduling of training The team allocate eLearning, classroom training and onsite
support following the completion of the onboarding process
Scheduling of branch assurance The team support requests from other functions and Postmasters to
activity provide branch assurance visits
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138 ©) reading time 2 mins
Other support
NFSP (National Federation of Sub-Postmasters) is the representation
organisation for postmasters. The NFSP is run by Postmasters for
Postmasters and has an extensive network of Postmaster volunteers.
Postmasters who would like to take advantage of their services, can
join for free and they can be contacted in the following ways:
e NFSP Website — www.nfsp.org.uk
Services include:
e NFSP helpline- offering support and advice on a wide range of
issues including operational concerns, losses, contractual issues,
and holiday relief.
* Health and Wellbeing- free access to health and wellbeing support
services including a 24-hour helpline with qualified counsellors,
and bereavement support and medical information.
e Legal Helpline- free Legal advice on a variety of issues
e HR support- Via HR:4UK on a range of HR issues including
employment law, staff management and legal compliance.
* Free Retail Health checks- the Postmaster would receive a free, no
strings attached, in-depth insight either via video call or physical
visit (if required) into their retail business, that can help them to
identify which areas of their retail business could be improved.
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e Mails advice- expert mails segregation and compliance support
e Buying or selling a Post Office- help in appointing a skilled business
transfer agent for selling and the ‘Buy a Post Office scheme.’
Additionally, they can offer discounts through NFSP+ and operate
a benevolent fund to help current and former Postmasters.
The Core Principles of the NFSP are to:
Negotiate changes to remuneration.
Challenge, review, and comment on new or updated Post Office
Limited (POL) proposed policies or proposals.
Represent its members, including in relation to disputes with POL.
Provide Welfare and Support to postmasters in respect of the entirety
of their operations.
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Security support
Grapevine
A 24/7/365 single point of contact for gathering
crime-related intelligence
Best practice
Top tips to help you be more - ‘security aware’
Opening and closing your branch
Guidance to help protect you and your team
Dealing with incidents
Support for when you need it most
Reporting incidents
Clarity on who to contact and when
Visitors
Verifying and logging people attending the branch
Additional security support
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140 ©) reading time 2 mins
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Security support
We are committed to safeguarding the security of our Postmasters, colleagues and customers by minimising the risks that crime presents.
The guidance provided below illustrates how we can use crime prevention measures to reduce the impacts of criminal activities on the Post
Office network.
Grapevine
As part of Post Office, Grapevine is the single point of contact for
gathering crime-related intelligence. Grapevine is available 24/7/365
to report incidents, suspicious activity or security concerns.
The Grapevine service is for all types of security-related
intelligence, it is a dedicated and fully integrated, secure and
self-contained service, providing a one-stop solution to meet
the present and future crime prevention challenges impacting
the Post Office network.
GRAPEVINE
GRO
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Grapevine call logging process
GRO
You will hear several options to choose from:
Option 1: To report a crime, suspicious activity or threat.
Option 2: For intruder alarms, fire alarms and Supply Chain security
equipment.
Option 3: For Copper to Fibre involving Verizon or BT enquiries.
Option 4: Applies only to DMBs (directly managed branches)
or Supply Chain.
Option 5: For all Safes, Cash and Stock storage products.
Option 6: For Mechanical & Electronic weighing scales.
Option 7: Anything else, just hold.
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Whether it is to report suspicious activity, an incident or a fault with your security equipment,
Grapevine is on hand to help support you or get you the help you need.
Safes Insafe (through Grapevine)
Cash funding units (BidiSafe/RollerCash) Insafe ( through Grapevine)
Alarms Grapevine
Post Office CCTV, Fogging Units, DNA, Grapevine
IP 3G Cameras, Electric Door Bolts.
ATM Cennox
Heard it through the Grapevine? As part of the free service, you will be provided with
localised crime alerts and information to keep you in the loop and security aware. We highly
recommended that all branches register and anyone can register, not just the Postmaster.
Please call Grapevine on r click here to register online.
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142 © reading time 3 mins
Best practice
Criminals are always on the lookout for easy targets and unfortunately, retail businesses can be a prime target for theft and other
criminal activity. Demonstrating strong security procedures makes it physically more difficult and less rewarding for a criminal and
increases the likelihood of them being caught.
By being security aware and taking these steps, you can create a safer environment for your team and customers, to reduce the risk of
criminal activity, and protect your business from financial losses.
Hil 9
I
Gr
Ps
Keep your cash safe
+ Keep cash at the counter to a minimum and within the limits allowed: no more than 1,000 for a screenless counter and no more than £2,500 for a fortress counter.
+ Inopen plan positions, remember to use the cash funding units. (BidiSafe, Cashette, RollerCash or Drop Safe)
+ Secure the cash funding unitdrop safe key in the main safe throughout the day.
Control access
+ Ensure you lock all doors/endgates to the secure area when the safes are in use,
+ Always take extreme care when opening access doors/endgates to allow someone into the secure area, These should not be opened if you feel suspicious for any
reason, and visitors should be verified and recorded in the Branch Visitor Log.
+ Safeguard all keys and these should be kept separate and removed from the locks.
Safe security
+ Ensure safes are alarmed, closed and locked when not in use, and the keys withdrawn and secured safely out of sight throughout the day.
+ Where storage is minimal, please prioritise storage in the below order:
1. Banknotes, 2. Foreign currency, 3. Bureau Pre-Orders,
4, Postage (including Stamp Books and rolls), 5. High value coin, ie, £1 and £2 coins
+ Where installed, make use of time delay equipment.
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CViT Remittances
+ Tend to the CViT delivery as soon as you have finished serving your existing customer.
+ Secure all accepted remittances in the main safe immediately, or if fitted, in the drop-safe, leaving it for at least 30 minutes before transferring to the main safe.
+ Remittances that are due for collection must be kept in the main safe until the CViT crew member arrives, making full use of the TDLC where fitted.
ATM replenishment
+ Remember to replenish the ATM outside of business hours and away from public view with just enough to cover operational needs for a maximum 2-3 days.
+ Keep ATM keys in the branch's time-delayed main safe.
+ Try to vary the day and time that you replenish the ATM.
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I I Please see below tips to help keep you and your branch safe:
More information and security guidance is available in our Security Operations Guide, available on:
. Branch Hub (log in required)
. Horizon Help [F9: Other Help (Including Security) / F3 Security Operations]
. Grapevine website
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Opening and closing your
branch
Opening and closing times can be the most vulnerable in terms of criminal activity. Criminals may break into premises and vehicles overnight and await
for the people who work there to arrive the following morning.
To reduce the risk of criminal activity when opening:
« Minimise the risk of being followed by varying your route and time of arrival.
« When driving to work, keep to well-lit roads and avoid parking in the same place each day.
« When approaching the branch, look out for strangers or people sitting in parked cars.
« Before entering the branch, check the outside of the building and the immediate vicinity for any signs of break-in or damage to the property, for
example, ladders against a wall, broken windows, signs of forced window frames, brick dust on window sills or paths, damaged fire exit doors or roof.
Physically test any fire doors or guard bars for evidence of tampering.
« Any areas that cannot be checked from the outside should then be checked during a search from the inside.
Be vigilant at opening times
+ Check the outside of the building and remain vigilant at all times.
+ Never enter the premises if there are signs of a break in. Contact the Police and wait for them to arrive.
+ When entering the building, lock the door behind you before turning off the alarm.
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To reduce the risk of criminal activity when closing:
Robberies often occur shortly before a branch closes, when criminals know that many branches have their safe doors open. For this reason,
please avoid opening the safe in the 30-minute period before branch closure.
« Carry out a full check of the branch in case any members of the public are hidden inside.
« When locking the front door and before leaving, activate security equipment installed.
« When leaving the premises, please check nobody is lurking outside, and look for anything unusual.
« Be wary of someone trying to talk you into going back in branch once you have left the premises.
«Vary your routes home if possible.
Closing your branch securely
+ Once you have secured all your cash and stock in the Post Office safe, ensure the BidiSafe and counter drawers are
left open to show they are empty.
+ Make sure all alarm systems are set correctly.
+ Before leaving, check outside to make sure it is clear and remain vigilant as you leave.
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Dealing with incidents
Pp.
999 or 10:
EMERGENCY POLICE Phone 999 when it is an emergency, a crime is in progress, someone suspected of a crime is nearby,
@ 999 there is danger to life or violence is being used or threatened.
NON EMERGENCY POLICE I if vou do not need emergency response or want to report a crime that has already taken place,
@ 1 01 then it is 101.
Robbery - the action of taking property unlawfully from a person or place by force or threat of force.
Where you feel unsafe or there is an imminent threat:
V7 . If there is a panic/intruder alarm or fogging machine in branch, activate if safe to do so.
)\\ . Follow instructions given and do not take any risks.
. Avoid any sudden or unexpected movements.
. Make a note of the appearance of the individual(s) along with clothing and vehicles used.
PT
Burglary (including ATM incidents) - illegal entry of a building with intent to commit a crime, especially theft.
If on arrival at branch there are signs of forced entry, suggesting that a burglary has taken place:
ry . Do not enter the branch.
. Phone the police on 101.
A . Await their arrival at a safe distance from the door.
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Theft - the action or crime of stealing
es) . By meeting and greeting customers as they enter, this could prevent shop theft.
. Consider the layout to make it easier to see individuals entering the branch.
e Place high-value goods or targeted products in view of the till.
. Report any incidents involving loss or theft, interference or damage to Grapevine.
Abuse, aggression and violence
wt Following this guidance on managing and preventing these circumstances will help prevent or deal with
abuse. The top three triggers for abuse, aggression and violence in-branch are outlined below.
1. Challenging shop thieves - the best way to prevent shop theft is by being attentive, and if possible, meeting and greeting customers
as they enter, so potential thieves know you are watching them.
2. Refusing to serve intoxicated people - retailers are legally obligated to refuse an alcohol sale to someone who is intoxicated. If you have
to refuse to serve a customer who is drunk, stay calm and polite.
3. Enforcing ID-restricted sales and services - making sure everyone working in the branch enforces ID-restricted sales and services is
important but can lead to confrontation.
le I For more information or help, please visit our Further Support & Guidance Page on Branch Hub (Log in required).
Sleight of hand and distraction thefts
There are some transactions that are used to carry out sleight of hand or distraction theft and fraud activity. These
tend to target transactions involving large amounts of sterling, and in particular currency transactions.
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If successful, the offender can obtain large sums of money by:
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Asking to change notes, such as £10s to £20s or sterling to foreign currency.
Distracting through interaction, drawing your attention away from the transaction, drawing your eyes away from
the notes, or asking for help elsewhere; causing your concentration to divert.
Once the requested notes are obtained, making an excuse to change their mind so they no longer need
the exchange or made a mistake and wanted a different currency, then demanding a refund.
Relying on the person working in the branch not counting the money returned by the customer, assuming
the customer has given back the correct amount. However, on further inspection after the customer has left, it is
discovered that a large amount of the returned money is missing.
Mixing the money from the transaction with other amounts in your drawer, leading to confusion. Always ensure you are
completely satisfied that the customer has received, or you have accepted, the correct amount of money.
« When somebody changes their mind during an exchange, be suspicious
« Always recount cash in between exchanges
* Don’t mix money from the transaction with money in your drawer
* Take your time, Never feel pressured to rush a transaction
2
1
1
1
1
i
1
1
I REMEMBER! °__ Just say NO!
!
a
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Fraud and scams
Fraudsters use many different methods to carry out their scams, so please look out for the following:
« They may claim to be from Post Office, a product team or a supplier such as Fujitsu. Some scammers are also pretending to be customers
or Area Managers.
« Always remain alert and if you receive a call asking you to test or access the Horizon system, say NO and end the call, then contact
Grapevine.
* Only complete cash deposits or top-ups when the customer is in front of you and cash or payment has already been safely received over
the counter.
« If you suspect that a customer is vulnerable and may have been targeted, you should decline the transaction and explain that they could
be a victim of fraud. Call 999, quoting Banking Protocol, where the police will aim to attend within 15 minutes to support the customer
and then please report it to Grapevine ont
« Please remember, Post Office and its suppliers will NEVER contact a branch to ask those working in branch to perform test transactions.
More details on identifying and dealing with fraud or scams can be found on Horizon Help - F7 Horizon Help,
le I F9 Other Help (Including Security), F13 The Banking Protocol.
Counterfeit notes
If fraudulent notes are identified, you should:
* Call the Branch Support Centre ot
ito obtain a reference number.
« Place the note in a polythene banknote envelope and mark it as ‘Forged’ or ‘Counterfeit’.
® « Return the note and P6005 form in your next remittance to the cash centre.
« Additionally, if the note is identified during a transaction it should be impounded and the customer issued with a receipt.
« Please report any counterfeit notes to Grapevine on
4 so it can notify other branches in the area.
More details on identifying and processing fraudulent or counterfeit banknotes can be found on Horizon Help - F7 Horizon Help,
F7 Retail, F2 Methods of Payment, F1 Cash Handling, F4 Counterfeit Banknotes.
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Reporting incidents
Reporting Incidents
Please report all incidents including robberies, burglaries, criminal abuse and physical violence, fraud or scams, counterfeit notes and sleight of hand/
distraction or theft (attempted and actual), along with any suspicious activity, to the police (999 for an emergency or 101 for a non-emergency) in the first
instance and then to Grapevine on; 7 The security team maintains ongoing collaboration with law enforcement to ensure you are fully supported
following an incident.
Customer abuse reporting
Low level abuse including verbal, offensive language, swearing and shouting are our most common types of incidents, and these are majorly under-reported.
Please familiarise yourself with the Customer Abuse Guidance below:
LL
(lex Less serious incidents including: Use the Report New Incident See Further Support & Guidance- and,
(eel + Verbal abuse button on Branch Hub if requested, further security support
Are + Offensive language will be provided.
+ Swearing or shouting
Mid-range incidents including: Call the Police on 101 and See Further Support & Guidance- and,
Criminal +» Aggressive behaviour report to Grapevine on if requested, further security support
abuse + Squaring-up without physical contact will be provided.
+ Harassment, incuding sexual and racial abuse
Very serious incidents including: Press Panic Alarm, call the Your Security Manager will contact
Physical + — Physical or threat of violence Police on 999 and report to you to provide bespoke support and
ve + Injury sustained Grapevine on} ‘ advice.
+ Threat to life or safety Additionally see Further Support &
Guidance.
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Our reporting tool on Branch Hub is there so you can easily report incidents of low-level abuse; including verbal abuse, offensive language, shouting and
swearing. This will provide us with a clearer picture of incidents of this type so we can better support you and your teams.
If you experience criminal abuse and physical violence, please continue to report these incidents to Grapevine.
After an incident
Violent attacks, threats, verbal abuse and other traumatic experiences can leave you feeling isolated, shocked and confused. If you become the victim of one
of these crimes, and you have reported the incident to the police, please then also report this to Grapevine. Grapevine will offer you and arrange any further
support you may need, including Trauma Support.
Trauma Support meetings are facilitated by specially trained staff, who will be there to listen to you, offer support and help you deal with the aftermath of
a traumatic incident. You can ask for support at any time after an incident, not just immediately after. You do not have to attend these meetings if you do not
wish to, but they can be of benefit.
I Q I For further information on support after an incident, please visit the Workplace Wellbeing Page.
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Visitors
Verifying visitors
All visitors need to be formally identified before they can be admitted to the secure area of
a branch.
In relation to this:
.
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Post Office visitors should have made an appointment in advance and will carry an
official ID card. You should check the visitor's ID before giving them access.
If the visit is unannounced, you should verify their attendance with Grapevine on
Refuse entry if you are suspicious in any way and report your concerns to Grapevine.
Unannounced official visitors including the Police, Government, Fire Brigade etc,
we advise you contact the official visitor's number to gain verification. Do not use
the verification contact number supplied on the visitors ID card as this could be fraudulent.
All visitors entering the secure area should be logged in the branch visitor log either
manually or on Branch Hub.
Visitors should not be given unaccompanied access to cash and stock or allowed to
connect unauthorised devices to the network or to access the Horizon system.
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Branch Visitors Log
Signing visitors in and out has always been important from a security and safety perspective, and to maintain a log of which visitors attended your
branch. This is particularly important if an incidents occurs, such as theft, tampering or damage to devices.
>. sd a
Welcome to your branch visitor log
By competing nd keping your branch vitors og po dit and cor, th a ew bai
ator,
»
Sign in visitors Sign out visitors
Book in anew visitor to your branch Book visitors out when they leave View al visitors past and present
Q
Our feature in Branch Hub is there so you can easily sign visitors in and out and maintain a complete branch visitor log. This provides a clear picture of branch visits
to keep records of any visitors that have access to the secure area and behind the counter, which helps to work towards higher level of security.
When branch audits are taking place for Payment Card Industry compliance, please ensure:
1. All visitors need their ID formally checked.
2. Verify the visitors identity with Grapevine oni = GRO
3. Record the visitor on the Branch Visitor Log on Branch Hub (login required) or manually.
You can still complete the Branch Visitor Log manually by printing the form from Horizon Online, F10 Back Office, F9 Printables, F6 Visitor Log.
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Additional Security Support
Following an incident Health & Wellbeing Support
In the unlikely event you experience a serious security incident at your branch, Contact HELP Health & Wellbeing oni jfor confidential,
the following support and guidance will be provided: independent, and unbiased guidance from a team of trained wellbeing
and counselling practitioners. Trauma Support will be offered to you
at various stages, so you can uptake this if or when you feel ready.
For further information on support after an incident, please visit the
Workplace Wellbeing Page.
Report the incident to the Police in the first instance Grapevine will take initial details of the incident,
(on 999 (if an emergency) or 101 (i non-emergency) conduct a welfare check and offer further support
and then Grapevine as soon as safe to do so where required
‘Your Security Manager will contact you to offer ‘Our Security Support Advisor will contact you on the
bespoke support including trauma and guidance on ‘same working day for further detail, another trauma
the same working day of the incident check and escalation to relevant departments
Should you require further support...
‘A Security Manager vist for The Security Manager will Post-incident support You'll receive a follow
robberies) can be arranged Identity security provided by the Security _up phone call from
within 2 working days Improvements through Manager. with afocus.on out Security Support
procedures and equipment Security Awareness and Advisor seven days
‘to reduce the chance of a (Crime Prevention post-incident, for
repeat incident further welfare and
support checks
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Marketing support
Display equipment
Examples of tools to help promote marketing
Display instructions
Information around marketing and essential posters
Personalised marketing
Tailoring support to individual branch needs
Evergreen and digital screens
Latest innovations from the marketing team
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Display equipment
Branches are encouraged to meet high standards of presentation by displaying posters
and other specified information as suggested and by maintaining displays as described.
Branches have one or more of the following point of sale display systems:
« Point of display (POD) panels which include leaflet dispensers to display advertising
and information.
« Size AO, A1, A3 or A4 poster panels for displaying specific product promotional
material in exterior facing windows and on an internal wall. These are the only
areas where information, notices or promotional material may be placed the display
instructions. Counter screens shall be always kept clear other than displays as defined
by the display standards document.
« A-frames (where used) display current promotional material provided by Post Office
Limited and should be placed outside of the branch.
« Forms dispensers (where fitted). The correct forms should be place in form
dispensers, with enough stock always available for customers.
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Pay your takings
in here,
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Display instructions
Branches can only display material authorised by Post Office Limited as detailed in the display instructions, which are distributed to branches regularly. Posters and leaflets,
to update displays, will be despatched to branches before the display date. The displays should always be updated on the date specified in the display instructions (unless
you are asked otherwise). Please ensure that there is always a plentiful supply of leaflets available on the customers’ side of the counter area.
Nothing other than the items listed in the latest display instructions should be on display in customer sight, in the branch. Only Post Office Limited's officially produced
posters and leaflets can be displayed in customer areas and no locally produced items can be displayed. Branches should never use any sticking tape, Blu Tac, etc to fix
posters to counter serving screens, on walls or window areas.
In the unlikely event of a Post Office Point of Sale delivery failure, please contact Branch Support Centre quoting non receipt and obtain a reference number, which you
should keep until the display materials are received. Please leave the display space blank until the correct display material is received unless you are informed otherwise.
We may occasionally need to supplement the display instructions through branch focus or a Horizon memoview.
Essential information posters
When it’s necessary to display essential Information posters supplied by Post Office Limited, for example to advise customers about a change in the normal opening hours of
the branch, please follow guidance from Post Office Limited.
Re-ordering leaflets
Please keep enough stock of all leaflets etc to cover a minimum of four weeks’ requirements. Further stock can be ordered on Branch Hub or on Horizon system.
The display instructions will contain a list of obsolete items from the previous campaign, and a list of current leaflets.
Keeping leaflets up to date
Please keep all leaflets, forms and posters up to date. Old leaflets, forms and posters held in the branch need to be destroyed or recycled as explained in the
display instructions to ensure only the latest information is available to customers.
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Personalised marketing
Postmaster Personalised Ordering Portal (PPOP)
All independent branches can now order personalised marketing materials on Branch Hub.
We have a range of marketing materials available which, when ordered, will be printed, and delivered to the branch within 4-5 week days.
This portal allows you to create bespoke and personalised marketing materials for your branch to promote our products and services in your
local community as and when required.
This allows for greater flexibility for a branch to produce and receive personalised marketing materials for various business challenges or events relevant to your branch.
You can promote essential products, messaging, and personalise branch information on local marketing items to increase branch awareness.
Personalised marketing materials can be used to complement national campaign materials.
If you have any queries PPOP, please contact localmarketingI And for any technical-related issues,
you can email nt.marketing!,
How to find on Branch Hub
Step 1 Step 2 Step 3 Step 4
Log into Branch Hub Choose Marketing tile Choose PPOP tile Branch Hub automatically
é 5 links to PPOP homepage
‘Branch Hub - Branch Hub Portal
Ipostotfice could
Login
" Please give this a try!
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Local marketing
Our local marketing team is on hand to provide you with bespoke support to
help you boost your local presence. From banners and leaflets to bespoke
content for your digital media screens, we can help to make your business more
visible within your local communities. You can request this on Branch Hub by
clicking the “Need marketing help“ tile.
Choose your own campaign
At points during the year, we will open a 3-week ordering window when
branches can pre-select the marketing materials you want to order for the
upcoming campaign and choose your own mixture of messages and materials.
Dates of these order windows will be given in Branch Focus, along with how
to access them, and details of the materials available to order.
Any branches that decide not to use the ‘Choose’ system will receive an
automatic allocation of materials.
lf a branch wishes to order their campaign materials for one campaign,
but then not for the next, they can do this — it’s entirely optional to ‘choose’
for each campaign, but it provides you with the widest choice of materials and
messages, and sometimes with exclusive items which are only available by
using the ‘choose’ system.
Marketing point of sale (POS) allocation tool
Marketing support
8 SUPP!
tools for your branch
Choose your material for Reorder existing campaign
upcoming campaigns materials
Choose your personalised
marketing materials
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,
in
Marketing POS Allocation
Tool
The Marketing POS allocation tool on Branch Hub allows you to record what POS spaces and opportunities you have around your branch, from windows to counter.
This data is then used to generate any automatic marketing material allocations. Each branch is asked to update this information once, and then update with any
changes to the numbers as and when needed.
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160 ©) reading time min
Evergreen and
digital content
Evergreen
Some of our campaign materials are referred to as ‘Evergreen’ and have ‘Evergreen’ written on the bottom of them, near the PL stock code.
These items can be used throughout the year and will not change campaign to campaign. This reduces the frequency in which you need to update key core
messages around your branch.
Should you need to reorder any Evergreen materials, you can do this as part of your normal non-value stock ordering process.
Digital screen content
Many of our campaign messages are created in standard landscape and portrait digital formats.
These are available to download from Branch Hub, for you to upload to your own playlist schedules.
You can register your email address through the link on Branch Hub, to receive email updates when new content becomes available to download.
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Wellbeing support
Your wellbeing
An app and website giving Postmaster’s and their
staff easy access to health and wellbeing support
Trauma support
Optional external counselling to help after an incident
in branch
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Your wellbeing
Post Office is committed to promoting a positive wellbeing culture
and providing a range of services to help our people stay mentally and (J Workplace Wellbeing
Welcome to Workplace
including online resources, advice, and tools. Keep up-to-date with Wellbeing
physically healthy.
Workplace Wellbeing is an app and website giving Postmasters and
their Post Office team easy access to health and wellbeing support,
topical content and all your wellbeing needs in one place. Post Office is committed to promoting a positive wellbeing culture and
providing a range of services to help all Post masters, or their owners or staff
stay mentally and physically healthy,
« Podcasts, videos, articles and more to help support your wellbeing
ind. li we hel >
across body, mind, life, work. iwenrepmr I
« Adashboard showing you the latest key topics.
« A trusted source of advice kept updated and refreshed with topical
materials.
« Information about your trauma support service.
« Amonthly wellbeing calendar.
Visit https://postmaster.workplacewellbeing.com
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Trauma support
Should you experience a traumatic incident in branch, you should report this to the BSC who will arrange for you to have appropriate support.
Some people may require additional professional support following a traumatic incident in Branch and our Occupational Health provider's
Trauma Supporters can provide you with an initial trauma-focused consultation, supported by counselling where required.
This service is available through the Agents Support Helpline & Assistance on
I I Further details can be accessed by clicking the link below and searching ‘Trauma support’:
https://postmaster.workplacewellbeing.com/
You may also find the following websites useful:
Samaritans national 24-hour listening service for people in crisis. Tel: c
“iwww.samaritans.org
Victim Support for practical advice and emotional support to victims and their families following crime.
i ww.victimsupport.org.uk
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Keeping you updated
Branch Focus
A digital newsletter published on Branch Hub and
Horizon each week, to communicate important
operational updates
Branch focus - Branch Hub Portal (postoffice.co.uk)
Postmaster email
A weekly email from the Chief Retail Officer to all
Postmasters who have signed up containing news and strategic and
operational information for Postmasters, business milestones and
Postmaster success stories and best practice.
Memoviews
Messages that pop-up on the Horizon terminal
for any urgent operational information that requires
immediate attention. These are also published on Branch
Hub for targeted branches.
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We're listening
Postmaster complaints
A channel to raise concerns and issues for logging
and further investigation
Speak up
Post Office's confidential whistleblowing
service enabling anyone to raise concerns in
confidence and anonymously
Further engagement
Includes other groups as part of the Retail
Engagement plan such as IT working groups,
Regional Forums and Branch Operational Change
Forums
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Postmaster complaints
We want you to be confident that if you have a complaint or feedback, you have the appropriate channel to escalate your concerns and
that you have confidence these are dealt with effectively and in a timely manner.
Insight from any complaints will help us identify trends and so we can see the root cause of reoccurring issues so we want to hear from
you:
Branch Hub What we'll do for you and/or your team:
You can share your feedback at any time by following this link «
https://branchhub.postoffice.co.uk/bh and clicking on the ‘Feedback
and complaints’ box. This will escalate the complaint to our Issue «
Resolution Team.
Branch Support Centre
You can also contact the Branch Support Centre o1
where a Branch Support Advisor will take ownership of your complaint
and escalate, where necessary, to the Issue Resolution Team.
Area Managers
Where possible your Area Manager will aim to resolve the complaint
or issue themselves, but if they can't they will escalate it to our Issue
Resolution Team.
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When your complaint reaches the Issue Resolution Team, we will
acknowledge it within 24 hours.
We will endeavour to resolve the complaint within 10 business days
and keep you informed of progress.
We aim to identify any wider trends in issues and complaints to fix
the root cause of reoccurring issues.
We invite feedback on satisfaction to improve the service
we provide.
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Speak up
This is the Post Office's whistleblowing service, enabling anyone to raise concerns in confidence (and anonymously, if preferred). Speaking Up is valued at Post Office.
We are committed to conducting business with the highest standards of honesty, integrity, and openness and ‘doing the right thing.’
Having a healthy Speak Up culture helps Post Office to give you a voice. There is no definitive list of what can be reported; we want you and your team to feel able
to tell us about any issues or wrongdoings you feel have not been resolved, especially where they relate to failure to comply with the law, Post Office policy or
procedures, miscarriages of justice, criminal offences, endangering someone's health and safety, damage to the environment, and covering up wrongdoing associated
Assurance and Complex Investigation(A&Cl)
with these areas, or others.
We work to create trust within Post Office by ensuring people feel
confident enough to raise concerns, knowing they will be taken seriously.
We ensure that issues and concerns are fully investigated, root causes
are identified, and suggestions are made for improvements.
How to make a complaint:
+ You can use the ‘Feedback and complaints’ button on Branch Hub to
report any issues you are having in branch. If you don't have access
to Branch Hub or believe that an issue you have raised on Branch
Hub has not been fully resolved, you can raise the issue with your
Area Manager
+ If you don't feel able to raise an issue with your Area Manager or on
Branch Hub, you can raise issues directly and confidentially with
the Speak Up team by emailing
or http://speakup.postoffice.co.uk or using this QR Code:
ic}
+ We will send you an initial response within five working day
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Our new Assurance and Complex Investigation Unit
will collect evidence when an incident is reported
that includes a suspected theft or fraud impacting
Post Office, Postmasters and subsidiaries or their
staff, including reports sent through Speak Up.
The unit specialises in complex or sensitive cases, will
follow all lines of enquiry, and will test the evidence
to help decide whether the reported incident should
be referred to the police. Once an incident is referred
to the police, Post Office will not play any furt!
part in any decisions — the police will decide whether
to investigate further and whether to refer it to
prosecutors. Post Office will therefore only ever act
as a potential victim of crime and assist the police in
gathering evidence.
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One of the Post Office's key priorities is to ‘Rebuild Trust’. It is critical that Post Office works closer with Postmasters, listens, and takes relevant
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action. This is achieved through a structured framework, as well as various other initiatives, such as an Annual Postmaster research survey, Confer-
ences and reviewing insight from visits to branches on a weekly and monthly basis.
Below are examples of key Postmaster engagement routes and their purpose.
To review and
give feedback on
planned operational
changes so that
they land
positively in
branch.
To flag operational
issues impacting
postmasters
and their teams
that require
resolution.
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To review and give
feedback on IT
changes so
that they land
positively in branch.
To collectively raise
and talk through
key operational
and tactical issues
that are impacting
Postmasters and
their teams
ona day-to-day
basis.
Senior Leaders
listen to
Postmasters on
their concerns
and issues, and
jointly work
together to find
solutions
and explain
reasons for decision
making.
To consult, gain
insight and seek
feedback on
broader changes to
contracts, policies,
processes and
initiatives.
To negotiate
Postmaster
remuneration from
the commercial
deals that are
agreed with 3rd
parties.
Senior Leaders
listen to
Postmasters on
their concerns and
issues, and jointly
work together to
find solutions and
explain reasons for
decision making.
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Section 9
Understanding
performance
Sales performance
Operational performance
:
Remuneration
Branch messages
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Sales performance
Customer trends
3 years of session data to review
Mails sales by your team
Information by Smart ID
Other sales info
More data linked to travel, banking and mails
Operational performance
12 months of operational data to review
Remuneration
Monthly statement
Comparison and trends
By team- 8 weeks of mails remuneration
Others- potential remuneration and a calculator
Branch messages
Alerts linked to operational performance
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Understanding performance
On Branch Hub you can see your sales, operational and remuneration information and this is
broken down into different useful categories.
Sales performance
Customer trends
Customer sessions are shown weekly for the last 3 years. The information includes all products from
Horizon and Self-Service Kiosks. Also available are hourly customer sessions and transaction values
for the past week
Mail sales by team member
This feature allows you to view sales information for each member of your branch team, by either
volume or penetration rate. You can select the week you want to view and see counter and Drop & Go
mail separately.
Also available under Sales Performance
* Mails
* Travel
+ Life Insurance
Operational performance
This feature shows your branch operational performance information for a rolling 12-month
period. Where information is coloured amber, this indicates that you may want to investigate
it in more detail. Where information is coloured red, this indicates something you may want
to investigate more urgently. Further information on the data is sent to you using the Branch
Messaging feature on Branch Hub.
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al
Sales performance
See your customer trends, mails and
travel sales in detail
View sales performance
Operational performance
View your monthly operational
performance data
nal
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Remuneration
Remuneration statement
Access to your monthly remuneration statements, previously available on OPUS, is now on Branch Hub in a simpler
format. To view your statement, please select your branch from the drop down on the top right-hand side of the page.
Comparisons and trends
Comparisons: Comparisons: This shows your remuneration by the year-on-year variance. This is the percentage difference from the
same month for the previous year. You can then also see the year-on-year variance for branches that are like yours, as well as the
national average variance.
You can select which remuneration category you want to view from the filter.
Trends: This shows your remuneration for up to the last 3 years, split by year. You can select which remuneration category you want to
view from the filter.
Remuneration by team member
This highlights 8 weeks of mails remuneration, calculated by individual user ID. This allows you to
view both the total remuneration and average remuneration per mail item. You can select the mail type £
(i.e. all, inland or international) and the source (i.e. counter, Drop & Go). This is available in table and graphical format.
Remuneration
Also available under Sales performance.
Access and compare your
+ Potential remuneration A
remuneration reports
« Weekly remuneration
Branch messages
This feature alerts you to further information relating to the Operational Performance section of Branch Hub.
When you click into the alert notification, you'll see the full message which gives you more information.
Where relevant, you will find a direct link to either a compliance workbook or help document where you can review the branch procedure.
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Appendix
e Branch telephone line
e Intellectual property
e Contact with clients
e Political activities
e Data protection
e Equality act
e Freedom of information
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Branch telephone line
Post Office provides suitable telephone facilities at each branch.
These facilities can be provided by any telecommunications provider Post Office chooses (the current provider is Verizon) and will meet the
needs of Post Office official business and the relevant security requirements (including use of the telephone facilities by Post Office Limited for
either its Asymmetric Digital Subscriber Line (ADSL) service), Fibre to the Premises (FTTP) or Single Order Generic Ethernet Access (SOGEA)).
These telephone facilities are known as the “Official Branch Telephone Line" (OBTL). The Horizon equipment or any future replacement for the
Horizon equipment or any official Post Office Limited equipment as Post Office Limited may from time to time specify will either:
* be connected to the Master Line Box at each branch and will use the Post Office Limited service that runs over the OBTL; or
« will use the line connected to each branch and/or the OBTL. Post Office is under no obligation to provide an OBTL that can be used for any
purposes other than those relating to the running of each branch. .
If the OBTL is capable of any private use, you can only use the OBTL solely for official Post Office Limited purposes and not for any private
purposes. The OBTL cannot be moved or relocated without Post Office's prior written permission. Any movement of or changes to any of the
telephone or other communications equipment that are not prior approved will be your responsibility including ordering and paying for the
movement or changes from the telecommunication service provider.
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Intellectual property
Advertising or promoting the basic business
When advertising or promoting your basic business (whether in conjunction with your branch or separately), there are a few requirements to
meet:
« the advertising shouldn't speak on behalf of Post Office or any client.
* our intellectual property (or that of clients) can’t be used without written approval from our Brand team beforehand and we may request
that it can only be used with certain conditions.
* the advertising or promotion shouldn't put Post Office’s standing in the community (or that of any client) at risk or bring it into disrepute.
* any references to a branch need to say either ‘Post Office Limited branch at (x host store)’ or ‘(x host store) with a Post Office Limited
branch’
« the name “Post Office” (with or without the ® mark) can’t be used as part of another name. This means the basic business name can't
incorporate the name “Post Office” (for example, you couldn't use the name “Post Office Stores”.
* please don't use any links to discounts on products or services transacted in your Post Office branch
« if we give you permission to use our intellectual property in advertising or promoting your basic business, please make sure you also
include any statements or notices we may ask you to include.
What is intellectual property?
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Using the Post Office logo
The Post Office logo is a registered trademark and the most important visual asset of our brand identity.
Before using the Post Office logo, as well as complying with the Agreement and making sure you have approval as described above, please
ensure that:
* you understand the dos and don'ts of the brand guidelines.
* you use the correct version of the logo.
* you use the latest artwork and the trademark acknowledgement statement.
* you should never share the Post Office logo to any third parties without prior written approval provided by the Post Office Brand Team.
Our Brand Team can advise and support, and can give you details of the latest Brand Guidelines — you can contact the team
ati
Post Office branding and trademarks
To protect our trademark rights, certain elements are registered and can only be used in that specific way — they can't be part of another name
or shortened into an acronym.
For Example:
a
Post Office Limited POL
Post Office Limited, [to refer to a Branch or outlet] post office, The Post Office
Post Office Limited branch(es) or outlet(s) post office(s)
Post Office Limited network Post Office network
Post Office Limited, Romsey branch Romsey Post Office
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Intellectual property rights acknowledgement
Intellectual property acknowledgements, trademark and copyright acknowledgements
need to be used on all materials where appropriate or if we ask you to, to show that
you are using them with our permission. The following statement has to be included on
all printed materials that have the Post Office trademark or logo to acknowledge this,
including printed licensed materials:
“Post Office and the Post Office logo are registered trademarks of Post Office
Limited”
Samples of materials
We could ask to look at samples of any materials that include Post Office intellectual
property, or which in our view take advantage of our intellectual property. If in our view
the sample doesn't comply with this Manual, the Branding Guidelines on Horizon Help
and Branch Hub, any other part of the Agreement, or any other standards related to our
intellectual property, we would ask you to please amend it or immediately withdraw it.
Enquiries
For any further queries or requests for approvals for licensed materials or for our
intellectual property assets, please speak to the Branch Support Centre.
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Contact with clients
You may have direct contact with representatives of clients about products and services currently provided. Visits can also be arranged from
sales staff or other representatives of clients. If such visits are made, there are some requirements the Postmaster and their branch team have
to meet:
* ensure that visitors purporting to be from a government department etc. show valid and in date identity cards and are not allowed access
to the secure areas of each branch premises in which the stocks of products are stored, or the official side of the counter, without prior
clearance from Post Office Limited;
* not give information or release documents without instructions from Post Office Limited.
* not offer Post Office Limited facilities for business schemes e.g. local bus ticketing schemes at each branch without obtaining prior approval
from Post Office Limited. Any requests received from clients or customers for local facilities, for example, to sell charity cards or issue
leaflets in each branch, must be referred to the Branch Support Centre.
* ensure that all other visitors, including Fujitsu engineers, BT engineers and CBRE, show valid credentials prior to access; and
* report any attempts to access any branch premises without valid identification to the Branch Support Centre.
Enquiries from potential clients
If a branch receives requests or enquiries about using the Post Office Limited network for retail or other services, for example, from a transport
company considering methods of selling bus passes or tickets, the branch needs to refer the interested party to the Post Office Limited website
at www.postoffice.co.uk.
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Political activities
Postmasters are free to take part in any national and Local political activities subject to a few conditions:
(a) not engaging in or allowing any of their members of staff to engage in political activities (including wearing symbols or badges
associated with a political party or cause) while operating or working in the branch or the basic business, or while on or in the vicinity of
the branch premises.
(b) not allowing any other person to engage in political activities while on the branch premises.
(c) not exhibiting any notice soliciting votes for any particular candidate or with any party or political object either in, on or in the
vicinity of the branch premises, or on any vehicle under the control of Post Office Limited or any member of the Post Office Group;
and no leaflet or address with a party or political object may be placed or left by the Postmaster or anyone associated with it on, in or in
the vicinity of the branch premises.
An individual Postmaster who intends to stand for Parliament needs to notify Post Office Limited in writing at the earliest opportunity, giving
Post Office Limited at least 6 weeks’ written notice of any change to the opening hours of the basic business which are in excess of the
minimum hours.
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Data protection
General information
As a Postmaster, you're a ‘processor’ of personal data under data protection law, while we and/or our clients are the ‘controller(s)' of the
personal data (plus all intellectual property in the personal data itself or in compiling it). This is part of your contract with us, along with
complying with the relevant laws at all times (and ensuring all your staff do too).
What is personal data?
\ny information relating to an identified or identifiable natural
ibject’). T s , directly
sical, ph'
y of that natural ¢
You also have your own obligations under the Data Protection Act, including registering with the Information Commissioner's Office (ICO)
if required.
In this section and in your contract, the terms such as controller, processor, processing/process and data subject have the same meaning
as they do in the data protection legislation itself. You can find more information about the Legislation
at https://ico.org.uk/for-organisations/uk-gdpr-guidance-and-resources/.
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Data Protection Queries
We have obligations too, including responding to data protection requests, and we may need your help with that, such as:
* we may ask you to amend, transfer, delete or securely dispose of personal data or any part of it — if so, please do so promptly
« _ if you receive a request from someone under data protection law, you'll need to let us know as quickly as possible (within 3 calendar
days) at information.right: and, where relevant for a request from a data subject, please provide us with the personal
data and details of how you processed it.
« please help as necessary with any enquiries from a Data Protection Regulator
* we may ask for your help if there are any civil, administrative or criminal proceedings against Post Office resulting from you or any
member of your staff breaching the obligations.
Data subject
For you, the data subject is most likely to E
who works in the br h.
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Security
When processing personal data, please take all appropriate measures to preserve its confidentiality and integrity and prevent any unauthorised
or unlawful processing or disclosure, accidental loss, damage or destruction of it.
Your requirements include:
* ensuring all your staff who have access to any personal data:
» know and understand the confidentiality of the personal data and are under contractual or statutory confidentiality obligations
around personal data
» have completed appropriate training in handling and protecting personal data, and at least the information security and data
protection compliance training completed on Horizon that all people serving in branch have to pass every year (noting that you are
only required to train your staff to the same standard of training that you received from us)
» are aware both of your duties and obligations and their own personal duties and obligations under data protection laws and in your
contract with us
* ensuring that no one else is given access to any Post Office systems using your or any staff member's ID and password under any
circumstances. You and each member of your staff are personally responsible for any activity carried out using their ID and password
« taking all reasonable steps to ensure all your staff who have access to personal data are trustworthy
+ maintaining complete records of all the training completed by your staff on data protection laws and letting us see those records if
we ask to.
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Incidents
If you become aware of any actual, suspected or potential unauthorised processing, you'll need to let us know as quickly as possible at data.
protection: This could include (but is not limited to) any exposure, access (physical or otherwise), disclosure, communication,
deletion, revision or reproduction of any of the personal data, or if it is lost, damaged, corrupted or destroyed (known as a ‘security incident’).
When you email us, please include:
* the nature of the security incident, including the categories and approximate number of data subjects and records concerned
* the contact who will liaise with us about the security incident, if it's not you
« tthe measures you're taking to remedy, reduce and contain the effects of the security incident.
If you can’t provide all of the information about the nature of the security incident (please see bullet points above) at the time, please provide as
much information as possible and then provide the rest of the information as soon as you can afterwards.
If there is a security incident, we will decide whether to inform the data subject, any third party or a Data Protection Regulator - you shouldn't
notify any of them unless it’s required by law or if we agree to that in writing. You would also need to restore any personal data quickly and
take any steps we advise to remedy the security incident.
Regulatory enquiries
Please let us know as quickly as possible at data.protection
if either of the following occurs:
* you b become aware of any complaint made to a Data Protection Regulator or of any finding by a Data Protection Regulator that relates to
your processing of Personal Data as set out in your contract
* you become aware of any circumstance that may cause you to breach the obligations in your contract or may cause either party to breach
Data Protection legislation.
If we ask you to help us with any such complaint, notice, request or required investigation, please do so within the requested timescale
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CCTV
Where we operate a CCTV system in a branch, please give us (or our authorised agents) access to the system to maintain and download
images, if we ask for this.
Where you have installed and manage your own CCTV system, please make sure you follow the Information Commissioner's Office (ICO)
CCTV Code of Practice, particularly around disclosing footage to third parties and keeping recordings, You'll find this at:
https://ico.org.uk/for-organisations/uk-gdpr-guidance-and-resources/cctv-and-video-surveillance/
After a contract termination
If a Postmaster's contract is terminated, or if we ask you to for another reason, you would immediately have to stop processing any personal
data. Should that happen, you would also need to do one or more of the following in line with our specific request(s) at the time (and this may
be at your own expense depending on the circumstances):
« return all personal data to us, together with all copies of the personal data in your possession or control
* provide the personal data to a third party if we ask you to do that (which may include a client or a new Postmaster)
* carry out a certified and secure destruction of the personal data in your possession or control.
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Equality Act 2010 (EA)
The Equality Act 2010 is the law that defines what employers and organisations need to do to make the workplace a fair environment.
As an employer you are responsible for upholding standards and ensuring that you meet your responsibilities under the Equality Act 2010.
Why do we have the Equality Act?
« It provides consistent standards that employers and employees need to meet to make the workplace a fair environment. It makes all parties
aware of their obligations to comply with the law.
* — Equality is all about ensuring equal opportunity and promoting equal outcomes for all employees. The Act protects people from discrimination
by other people (employees or third parties), policies and negative organisational cultural practices.
« The law requires organisations to recognise nine protected characteristics and is designed to prevent and address discrimination, harassment,
and victimisation when it occurs.
There are 9 specific characteristics that are protected by the act- these are:
Age
. Disability
. Gender reassignment
. Marriage or civil partnership (in employment only)
. Pregnancy and maternity
Race
. Religion or belief
. Sex (gender)
WP ONANAWNE
. Sexual orientation
It is illegal to discriminate against a person based on any of these characteristics.
I Q I For further support click this link Equality Act 2010: guidance - GOV.UK (www.gov.uk)
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Freedom of Information
and Environmental
Information Regulations
Anyone can ask for information from us under the Freedom of Information Act 2000 ("FOI"); and/or the Environmental Information Regulations 2004 (“EIR”).
We have to comply with the FOI and EIR plus any guidance and/or codes of practice issued by the Information Commissioner or relevant government department, that is
connected to these laws and regulations.
We may need to ask you for help with answering a request if it’s related to your branch, to ensure we comply with the requirements, including the timescales set out in the
relevant laws. If so, please provide the information we ask for within the timescale we'll confirm to you at the time. If any of the information you give us is confidential, it
needs to be clearly marked as ‘confidential’ with an explanation - we'll provide the relevant guidance.
You may also receive a request yourself from a third party. If you receive a request directly from a third party and it relates to Post Office Limited, a branch, or a service
provided by Post Office, you'll need to let us know within the timescale we'll give you. Please don’t respond to the request directly yourself, unless we've agreed to it in
writing.
Please be assured that you wouldn't need to decide what information should be disclosed in response to any FOI request — we are responsible for deciding whether
information is to be disclosed or not.
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