POL00448659
Engagement
Survey
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High level themes
The following themes have been iden
1
The view beyond 2025:
Colleagues are asking for a refreshed
strategic direction and for it to
be communicated effectively.
2
The research suggests that
the strain experienced by
more senior Post Office
colleagues can be linked
to their exposure to politics
and bureaucracy.
Focusing on their experiences of
governance, and how their roles are
crafted may help reduce the strain
that they perceive they are under.
3
Poor communication is
driving a lack of confidence
in Post Office and senior
management from our
colleagues.
This is directly impacting their sense
of pride and belief in Post Office.
This appears to be exacerbated
at present because Post Office's
communications are driven, and
controlled, by the external narrative.
4
Ata time when
communications are
critical, our colleagues have
highlighted that they don't
think we are getting it right.
This is unlikely to be helped by our
communications team being the least
engaged team within Post Office.
d from the overall survey as key priorities for the next 12 months:
5
Colleagues
character
have a different (less positive)
experience of working at
Post Office.
This is particularly the case for
disabled colleagues, senior women
and senior ethnic minority colleagues
who want to progress.
23
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3,120 swret DO% seme QIN SBA Seease 14
i
colleagues participated in the 2024 annual survey, of colleagues see improving internal communications as the key feel confident that they can support Postmasters’
‘The response count was +50pts higher than the In fact, communications is one of the key areas for the Post This positivity grows exponentially when colleagues
previous annual survey held in 2022, capturing Office to work on, full stop. Page 15 highlights how only 46% feel positive on how their role contributes to
‘an additional +1,891 colleague voices. of colleagues agree that internal communications provided are I Q Q © Post Office's overall strategy, growing to 8196
say. Optimistically, Band 4s are +1 1pts more positive for how
communications empower two-way conversations than they
Overall engagement index has dipped Hrd is an equal split in colleague sentiment for
-11pts, compared to both 2023 and 2022 See pages 9 and 10 ‘confident in the senior leadership - with See page 15
surveys, to 57%, with motivation, advocacy,
belonging, and pride all declining.
Biggest decreases in overall engagement
were experienced by Pl, Remediation and
CA&C at divisional level, and by Band 4's
‘and Middle Management at grade level
57%
See page 6
Restoring a sense Pride
of pride, to work at Bg peges
the Post Office, is of 47” @22
paramount importance. vs 2028
Pride has seen the biggest decline by comparison, with less than 1 in 2
colleagues feeling proud to work at POL, -22pts less than in 2023,
The shift in negativity has been acutely felt by senior grades, Band 4 and SLP,
with both cohorts having negative sentiment 3x higher than in 2023
‘To most positively impact on restoring a sense of pride, POL must focus
on ensuring that all colleagues have confidence in the senior leadership,
and that most of the systems and processes support their people to work effectively.
3in5
plan to stay working at POL for 5+ years
Conversely, only 8% are looking to leave within the next 12 months
and a further 14% in the next 1 to 2 years. Alarmingly, intent to leave
within the next 2 years has risen +15pts for Band 4s to 46%,
Interestingly, the reasons why these employees are looking to exit the business has,
shifted since the 2022 annual survey, with +7pts more employees citing a lack of
confidence in POL's future, or concerns around the current culture. This is interesting
{as concerns over the organisational culture have displaced worries over remuneration,
with -12pts less colleagues citing pay or reward as an attrition driver versus 2022.
3in5
feel positively that prohibitive barriers are removed louie)
=a major improvement to both 2022, +17pts, and 2023 V7777
Technology and bureaucracy are stil the two leading
barriers experienced, both at 42% selected, yet have
declined -17pts and -8pts respectively since 2022.
In there place, not having enough communication
has increased +4pts and a difficult workplace
environment by +7pts.
See page 13
s feeling positive, and 32% negative.
This is an opportunity area given how intrinsic the role
of confidence is in the overall employee experience (see
page 7). However, there is a cohort of the population,
who responded positively to each of the four key drivers
of confidence in senior leadership ~ 31% of S&T, 28%
of CFO and 26% of Technology colleagues - and the
opportunity is to deep-dive into these groups and
understand how confidence has formed and how they
can become ambassadors across the wider business.
Opportunities exist to improve the experience of
under-represented demographics, but this should be
balanced by many reasons to celebrate ED&l results.
See pages 22-27
17% of colleagues ~ the second highest felt that senior leaders could
do no more than they are currently doing to deliver on Post Office's ED&iI goals.
A result corroborated by 3 in 5 colleagues of an ethnic minority background
feeling Post Office provides equal opportunities for all, However, the
flip side is that disabled colleagues stil require focus to help improve
their expression of true identity in the workplace, and a worrying trend
of between 1 in 4 and 1 in 3 female colleagues across Band 4 and SLP
experiencing unwelcome comments or conduct while at work.
3
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Methodology
Total responses
3,120
&) 3,644 ( Y
Response rate
2) 86%
Responses by Grade Responses by function
a
tof wor tor wor
HE PO/ Admin 741 2a Retail 2,76 70"
Explaining this report Middle Management* 796 26" ome 861 28"
Most questions asked col Band 3A a8 10% Supply Chain 556 18
* ther agreement ena sealof faronghy mend 208 bad Other= of a5 13°
disagree) to 5 (‘strongly agree’). Reported SP 62 2 Other Feld 272 o*
percentages represent the proportion im RemCo 6 o* Technology 251 *
responding positively (strongly agree’ or ‘agree’ HE No grade data available 989 32% micro 158 =
+ All comparisons are calculated using Commercial 103 s
unrounded data, meaning figures may differ People
ded data, 9 fig ny if * Middle Management includes grades 2A, 2B and 38. 2 = o
by +-1pt to unrounded comparisons. lf Remediation a4 Ea
+ Proportions of Positive, Neutral and Negative Using this report IM Legal, Compliance, Assurance, Secretariat (LCAS) 80 Ew
may not sum to 100, also due to roundin 1m Payzone 63 a
fy net.susn to 1.00) ‘efso ue fa rounding + In March 2024, Post Office undertook a colleague survey to assess its ~
areas of strengths and identify areas where improvement was required. ssretegy enelisnetemneton a) aa) ce
Public inquiry () 34 1
+ This report highlights the key insights and trends emerging Se Ee) 5 =
from this data at an overall Post Office level.
‘+ To provide further context, the report includes comparisons ~ where available
— against a UK average. This benchmark provides clarity on how other
organisations (from all sectors but operating in the UK market) are performing.
It helps to define which trends are being felt in the wider workforce
4
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Executive summary
1
2
4
Motivation remains high but colleagues
are less proud than ever before
* Three in four colleagues are motivated to
do the best job they can, but only one in
two feel proud to work at the Post Office,
25pts lower than 2022's annual survey.
‘+ Analysis shows that rather than colleagues
becoming more neutral, the drop in pride is
due to a direct shift to negativity (+17pts, see
page 6). This indicates an emotive response,
likely due to external pressures, rather than
a sustained decline in sentiment over time.
© Key fact
-22°
What you should consider
‘+ Addressing concerns at senior levels ~ related
to strain, work-life balance and the culture
is crucial to ensure these colleagues can
role-model and cascade positive experience
to maintain motivation and boost pride.
decline in pride
since 2023
Improving Senior Leader confidence
crucial to boost overall sentiment
* Confidence in Senior Leadership ~ a key
driver of pride, advocacy and belonging -
lags 34pts behind the UK norm at just 35%.
Analysis shows that leading by example,
communicating a motivating vision of the
future and communicating openly and
honestly are essential to confidence.
* Relatedly, one in four colleagues say internal
communications need to focus more on
building trust and confidence in Post Office
overall, more frequently selected by those with
lower confidence in Senior Leadership.
© Key fact
3 5%
are confident in Senior
Leadership (-4pts
vs. 2022)
Work-life balance area for focus,
Particularly for Band 4 and SLP colleagues
© Overall, three in five colleagues feel able
to balance their work and personal life,
in line with 2022. However, this masks
a significant decrease among Band 4
and SLP colleagues (-14pts to 46%
and -18pts to 42% respectively).
« These colleagues are more likely to experience
barriers relating to resources and a difficult
work environment than in 2022, reflecting their
experience of a bureaucratic, political
and inefficient culture (see page 17).
© Key fact
decline in work-life
1 4- 1 gpt balance among Band 4.
and SLP colleagues
Pockets of opportunities across
demographics to improve overall ED&l
« Post Office report a generally equitable
experience across the organisation,
with 16% reporting no suggestions on
how to improve in the ED&l space.
¢ However, there are areas in need of
improvement, including senior leadership
diversity (see page 25), inclusion for colleagues
with a disability (see page 21) and addressing
equal career progression opportunities for
colleagues from an ethnic minority
background (see page 22).
© Key fact
1 3%
say colleagues need to be
treated fairly and equally
to deliver ED&l goals
What you should consider
« Encourage Senior Leadership to adopt a more
open, honest and authentic tone to help build
trust among colleagues and reinvigorate
life behind the 2025 strategic priorities.
What you should consider
* Investigate specific resource and process
changes needed among senior grades to
alleviate both the direct and indirect impact this
has on work-life balance across the business.
What you should consider
* Encourage open and honest communications
from the top down around ED&l concerns
to ensure all colleagues are aware of
available opportunities and measure:
place to meet Post Office's ED&I goals
5
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Overall drop in Engagement Index,
but motivation remains above UK norm
Key fact Engagement Index whip motivation holashighabove UKiierm ee to wor vs ws
44°t Porno ees
do the best job I 736 ar
can at Post Office
@3 @1 612
=
=
drop in Engagement Index since 2023,
9
Post Office as a 29 Ee @11 @9 616
What you should know 111011 _ 2 5 rest ploce to work
‘+ The Engagement Index sits at 57% vs. 2023 I vs, 2022
following a decline driven by particularly @10 Ieel a strong
and -1ipts vs. 2023, respectively) to Post Office
‘+ Sense of belonging and motivation
have also fallen but the latter remains Ieel proud to work 7 ~
relatively strong at 73%, leading the UK for Post Office a7 26 27 @22 @25 631
norm by 12pts and indicating colleagues
want to do their best at Post Office. Decrease in engagement By grade
‘+ Engagement broadly falls as seniority since 2023 vs.2022 Key:@ 2024 2023
increases, though rises slightly after
oD
«
a
<
a
o
3
Band 4, the lowest-scoring grade Sar Lad @2
72”
‘ cro ER 072
What you should consider 63 68"
« Key driver analysis on page 6 suggests Commercist ET 4
that while people are motivated to do 7
their best, they are finding it hard to do zg Payzone 58) NA =
so due to cultural and practical factors. = ™ . 2
2 57" etait eo =
‘+ The high proportion of neutral responses i rd
across all four engagement metrics & Remediation x S @2 =
highlights areas for focus and an opportunity 3 3
to reverse the declines seen this year. z Leas 52" ei = 48%
2022 2023 2024 POAdmin Middle Band 3A Band 4 sip
caac nm @24 Management
6
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Pride sees significant drop since 2023,
with a shift to more negative sentiment
Pride sees significant drop since 2023 Biggest shift in pride seen from positive to negative
I feel proud to work for Post Office Key: m Positive » Neutral m Negative
Le)
27” 7 a — —_
do not feel proud to work for Post Office 2
3 +5
Key fact
I
What you should know “22
‘+ Just 47% feel proud to work for Post Office,
down 22pts since 2023. Analysis shows
that rather than colleagues becoming
more neutral, the drop in pride is due to a
direct shift to negativity (+17pts to 27%), 2022 2023 2024 2023 2024
-22
Proportion (96)
++ This increase in negativity is particularly
prominent among senior grades. New shift in pride negativity for colleagues in less senior positions
45% of SLPs and 48% of Band
4s are negative compared to 15% CE Ole) Teles as”
and 16% respectively in 2023.
What you should consider
‘+ High levels of negativity among
SLPs are a cause for concern, as key
driver analysis on page 6 shows that
confidence in senior leadership is crucial
for pride, advocacy and belonging,
‘+ This sentiment is reflected throughout
the report in higher levels of strain, lower
work-life balance and less positive culture
experience, all of which need addressing
0 senior colleagues can role-model
and cascade positive experience.
15%
aa
Negativity (proportion %)
POIAdmin Middle Management Band 3A Band 4 SL
ne 741 796 318 208 62
7
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Engagement driven chiefly by culture factors, although
career development and enablement are also important
What you should know
* There are five key drivers of all four
aspects of engagement: consistent Drivers of all four aspects Drivers of pride,
business practice, ability to achieve career of engagement advocacy and Driver of advocacy
objectives, demonstrating Ways of Working,
investing in people and work-life balance. Goes) Where I work, when
‘+ Each area of engagement also has The way Post Office ave coitiderteth mistakes happen
its own drivers. For example, to does business is ie ie they are treated as
the Senior Leadership
always consistent of Post Office
with our purpose,
increase pride, progress needs to be
‘made in building confidence in senior
leadership and improving processes
‘an opportunity to
learn rather than an
opportunity to blame
to support effective working, sel sete Most of the systems
ES I feel able to achieve us getting our work.
What you should consider ri eate ene brecates done effectively
« Itis important that senior leaders set an at Post Office
example and exhibit Ways of Working
while clearly communicating the vision to
I see the Ways of
boost overall confidence (see page 13). ee the Ways of
Working being
demonstrated
Driver of advocacy,
Driver of belonging belonging and
‘+ Belief that opinions are valued is a key driver
of advocacy, belonging and motivation. ae and motivation motivation
This relates to findings on page 16, iz
which reflect colleagues’ desire for more At Post Office, how we ‘When I speak up at work
‘two-way communication and evidence Post Office is do things is as important my opinion is valued
that leaders are listening to them. Tesora aiviweas
its people
In the current
environment, I feel
able to balance my
work and personal
life in a way that
works for me
8
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Attrition remains stable, although more plan to leave
due to concerns over Post Office’s future and culture
Key fact
2 2 %
plan to leave due to lack of future
confidence (+7pts vs. 2022)
What you should know
+ Intent to stay for 5+ years is particularly
high at 58%, up 2pts since 2022
However, coupled with decreasing
scores, this suggests colleagues plan to
stay despite feeling disenfranchised.
Those who plan to leave within the next
2 years mainly cite lack of confidence
in Post Office's future, reflecting the
current external view of the company.
Colleagues also mention concerns about
culture, leadership behaviours and
career progression — all of which relate
to overall drivers of engagement.
What you should consider
‘* Other comments referred to organisational
changes including redundancies, site
closures or restructuring as reasons to
leave Post Office, further highlighting
the need to clearly define a vision of the
future that considers colleague input.
Addressing these concerns is also crucial
to counter public opinion that is impacting
both attraction and retention of colleagues.
How long do you plan to stay at Post Office?
Key: mUnder a year = 1-2 years » 3-5 years m5+ years
@2
vs. 2022 vs. 2022 vs.2022
More plan to leave due to concerns over Post Office's future and culture compared to 2023,
while fewer cite to reward concerns as a reason to leave
é
B
g
g
fa
z 10" a ie
o7 o7 @1 @4 @4 012 61 @0 @2 oes 03 oes
vs. 2022
115 (18%)
‘Other’ comments
42”
of comments
discussed redundancy,
site closures or
restructuring, with
mixed sentiment
towards the changes
17”
mentioned retiring,
12% mentioned
nearing the end of their
contract, and 119%
mentioned issues with
senior management
and public events
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Attrition increases with seniority
Key fact
47”
of SLP colleagues plan to leave
within the next 2 years
What you should know
«+ Intent to leave Post Office increases with
seniority, broadly mirroring the trend seen
in 2022. Band 4 and SLP colleagues are
the most likely to plan to leave within the
next 2 years, their scores now in line.
Sentiment has shifted since 2022, with
all grades more likely to plan to leave
within the next 2 years except for PO/
Admin (-3pts) and SLP (-18pts}
What you should con:
jer
‘* Deep dive into why senior colleagues are
more likely to leave. Might the reasons.
they cite be experienced less widely in
junior roles, explaining lower scores for
PO/Admin and Middle management,
or do reasons differ entirely?
Intent to leave within the next 2 years increases with seniority at Post Office
Key: @ 2024 @ 2022
I intend to leave within the next 2 years (proportion %)
65*
-18pt 99°
47
47"
Colleagues at Band 4 and SLP are more likely to
14% 14%
leave due to concerns over Post Office's culture
and future — reasons which have seen an 11-20pt
increase across these two bands vs. 2022.
POIAdmin Middle Management Band 3A Band 4 SUP
741 796 318 208 62
10
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Wellbeing metrics highlight concern for senior colleagues
Strain has decreased
Ronee since 2022... Decrease in strain seen at PO/Admin level, while senior colleagues’ strain increased since 2023
In the past few months, I've felt (ATES OLE)
in under constant strain at work
SLP have felt under constant strain in the. z
past few months (+47pts vs. PO/Admin) <
e46” 8
Confirm id
What you should know @1 @5 25% 5
+ Perceptions of strain have dropped Spts vs-2023 I vs 2022 Neutral 3
since 2022, driven by a decline at PO/ 3
‘Admin level. However, around half of e@29”% 8
colleagues still say they have experienced Contradict 3
constant strain in the past few months, 5
particularly at Band 4 ond SLP level H oem
+ 62% feel able to manage their work-life é
balance, unchanged since 2022. However, PO/Admin Middle Management Band 3A Band 4 sup
this overall score masks a significant
decrease among Band 4 and SLP
colleagues, again highlighting particular ..while work-life balance aoe ;
pressive iors satlor gates remains unchanged Positivity on work-life balance decreased for senior grades since 2022
In the current environment, I feel able to balance my work and personal
In the current environment, life in a way that works for me
I feel able to balance my work
What you should consider and personal life in a way that Key: @ 2024 @ 2022
‘+ Despite the decrease, more needs to be works for me
done to reduce levels of strain across
Post Office. Review insights on page 11
to identity specific areas where strain %
+ To make Post Office a better place to.
work. the top asks to improve internal 19%
communications (see page 19). This Neutral
could also prove valuable in managing
strain by providing open channels e19”%
Positivty (96)
PO/Admin Middle Management Band 3A, Band 4 SLP
11
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Workload and staffing level issues are driving strain
Key fact
3 Oo”
of colleagues under strain cite
excessive workloads as a barrier
(+24pts vs. non-strained colleagues)
What you should know
‘+ Overall, colleagues under strain are much
more likely to cite workload, understaffing,
conflicting priorities and a difficult
working environment as barriers.
Analysis of barriers across grades paints a
changing picture of strain vs. 2022. While
junior colleagues are significantly less likely
than in 2022 to cite a lack of resources
(-14pts), the inverse is true for SLP (+21pts).
What you should consider
* Further investigation is needed to
identify specific resources or process
changes needed among senior grades
to alleviate the impact of low resource
where restrictions are necessary.
Colleagues across all grades are more
likely to say a difficult working environment
contributes to strain than in 2022. Steps
must be taken to address misalignment
between the desired culture and
behaviours exhibited in Post Office
Colleagues under strain select workload, human resource, change and difficult
working environments as barriers much more than colleagues not under strait
Key: m Not under strain m= Under strain urces I need.
on't have thi
was third in importance to strain in 2022 but
Proportion selected (96)
appears less key inthis year's data suggesting
a aa ‘improvements nave bean made nti ae
6 it gap
AREAL PS
ey 16pt sap >
There aren't enough colleagues
15ptgap_~ >
Priorities are conflicting / change regularly
There's a difficult working
environment at Post Office
I don't have the resources I need
Barriers which have the highest impact on strain have decreased
for junior colleagues, but increased for senior colleagues since 2022
Key: m My workload is too high
There aren't enough colleagues
I don't have the resources I need
2 There's a difficult working environment at Post Office
« Priorities are conflicting / change regularly
st Las)
” a” =I a -0 iz [-s I I I -4 I
= A ie)
14 +8 Exle}+2 1) oem
— prey
Proportion selected (%6) vs. 2022
PO/Admin Middle Management Band 3A Band 4 sup
12
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Technology remains the main barrier,
Key fact Barriers positivity sees a major uplift Largest barriers see the most improvement
since 2022, particularly for Pl and
1 7et PO/Admin Proporton selected (96) com
Any major barriers at work are effectively The technology and iT systems 017
decline in colleagues facing major managed in order to allow me to do. aren't good enough
barriers at work vs. 2022 my job well
‘There's too much complexity
and bureaucracy 42 os
e59% 012
What you should know po vs. 2023
barriers at work are managed 24% °
effectively, up 17pts since 2022. This Neutral
improvement is reflected across most There aren't enough colleagues @6
functions, with just S&T, Remediation e17%
+ Technology, IT systems, bureaucracy There isn't enough communication jase 04
and conficting priorities remain the top
barriers, but all have improved this year. 1
By Grade Score vs. 2022 es cio te wr no 24% @4
‘ Poradmin e019
What you should consider Middle Menegement 57* 015
ay sat = Z My workload is too high 21% os
+ There has been a slight uplift in colleagues Baie ion 4
feeling there aren't enough communications. =r “3a” 07
reflecting a desire for better, more open and cos Gaetan .
fomaitnmuriaons pee page 1 a 32" es iebaciicotcrit) 21 07
+ Further investigation is needed to =
understand the reasoning behind the ial! Ges o20)
significant neutral population (24%) Technology so @15 I don't have the resources I need o4
and whether this is due to confusion CFO. 56" O15
over what constitutes a major” as cS ap
barrier, ambiguity around the work a & Gy I don't have access to the training I need 1
environment or alternative reasoning, = joa eis
People "50" 02 ca
“50% My manager doesnt support me
Remediation 4a* 09 aimee pe o1
LCAS 40% @10
CARE 37” @6
13
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Strategy understanding is key to unlocking confidence
in supporting Postmasters to deliver for customers
Key fact
55°*
gap in confidence supporting Postmasters
when positive on strategy vs. negative
What you should know
‘+ Almost two thirds of colleagues are
confident in supporting Postmasters and
Partners to deliver for customers, though
almost three in ten are neutral. This varies
significantly across functions, from 80%
positivity in S&T to just 47% in Pl.
‘+ Analysis highlights the importance
of strategy understanding in building
confidence to support Postmasters.
81% who are positive on the strategy
feel confident compared to just 26%
who lack strategy understanding,
jer
What you should con:
‘+ High neutrality on supporting Post masters,
and Partners presents an opportunity to
drive higher positivity. Investigate why
neutral colleagues take this view — is it a
lack of awareness on how they can support
Postmasters, or is something else at play?
+ Explore what resources senior
leadership might need to help drive
greater awareness of the strategy.
Large neutral population towards confidenc:
supporting Postmasters and delivering for customers
I feel confident that I can support Postmasters’
and Partners to deliver for our customers
@ e64”
Agree
27”
Neutral
e9*%
Colleagues who are positive on strategy understanding report stronger
confidence in supporting Postmasters to deliver for customers
I feel confident that I can support Postmasters' and Partners
to deliver for our customers
34% 81%
Positivity (%)
Negative on ‘I understand how my —_Neutralon'‘lunderstand how Positive on ‘I understand how my
role contributes to Post Office's my role contributes to Post. role contributes to Post Office's
overall strategy’ Office's overall strategy’ overall strategy’
By function
Key: Positive» Neutral
3 Fa
+ Ro
hae Bis
Proportion selected (96)
Disagree
:
oe
Ni
cro
SAT Commercial
Ae fe Be As Ae Be Ae B
We Be BS es Bo Bis Ge &
LCAS Technology CABC-——~Payzone
v
By grade
Key: mPositive Neutral
s Fa: bee 2s B
h WR No o
a Ber Bia a B
Remediation Retail People PL POIAdmin Middle Band3A Band 4 st
Management
Proportion selected (96)
I 41%
*I19%
14
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nee Confidence in senior leaders Top four drivers of colleague confidence in Senior Leadership
® decreased since 2023
leadership of Post Office
are confident in senior leadership eo Senior Leaders Lead by Example and 38* 06 02 631
We behave in ine with our Ways of Working
oo e35
in ve.2023
What you should know o4 The senior leadership have communicated
« Confidence in senior leadership ~a key -34 B3% e202 © © arision or 2025 and strategic priorities 32’ N/A 012 ©30
driver of pride has fallen Spts since 2023 vvs. UKNorm Neutral for Post Office that motivates‘ me
to just 35%, 34pts below the UK norm. 30%
Colleagues report particularly low belief e Communications provided by Post <3
that leaders lead by example, communicate Dicagres (3) Office are open and honest 46 o4 N/A 915
openly and honestly and communicate
«= Concerningly, one in four colleagues ° {Bi understand how my role contributes to Post gqse N/A 06 e20
responded neutrally or negatively on all Office's overall strategy as an organisation
colleagues are more likely to be found in
Retail, Supply Chain and Remediation ‘The number of colleagues who responded ‘The number of colleagues who responded
negatively /neutrally to all 4 key drivers of positively to all 4 key drivers of confidence
Confidence in Senior Leadership is highest in: in Senior Leadership Is highest in:
What you should consider
'* Colleagues with low confidence in leaders
are more likely to ask them to build trust 34% 31%
and demonstrate listening (see page 16) of colleagues in Retail - DMB. 2 A% of colleagues in S&T
'* Review senior leader communication
from a local perspective to identify areas
Post Office colleagues
where tailored messaging would be
more impactful to bolster perceptions 33% ded negatively / 28%
of honesty and transparency. of colleagues in Supply Chain Elita ee of colleagues in CFO
confidence in senior
nior leadership leadership
26"
of colleagues in Technology
24%
of colleagues in Remediation
15
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Ronee Communications metrics see Feeling that communications are open and honest has
a slight decrease since 2023 improved at senior levels, but dropped at PO/Admin
i I ort Communications provided by Communications provided by Post Office are open and honest
Post Office are open and honest
uplift in open and honest ose 2024
‘communications among SLP .
e46” O15 63”
FP YE UKNorm
gree ea
What you should know 33” ‘vs. 2023 > Sc
communications are open and honest g 52
(46%) or that they allow them to have e211” 3 -6pt gap
their say (48%). Both of these metrics Disagree § 46%
have declined since 2023 and the 2 47%
former lags the UK norm by 15pts. 2
‘+ While more senior colleagues report ©
reletively high and improving views on POIAdmin Middle Management Band 3A Band 4 sup
openness and honesty as well as two-
way communications, the opposite
is true for those at lower grades. ae 5 . ae
ba Internal communications provide two-way Feeling that communications are two-way
CR PEE Se EOI sees considerable improvement at Band 4
What you should consider Internal communications provide two-way opportunities
+ irvestgatewhatis ving the e48” 3 for colleagues to have their say
perception gap across grades an vs. 2023
consider why positivity among more Agree oe ane4
senior levels is failing to cascade. .
° 33” 60%
‘+ Focus on facilitating genuine two-way Neutral Chk
communication channels to improve trust
in leaders and provide an opportunity % z
linked to Ways of Working, § 50: 11pt gap
g 47%
2
é 45%
POIAdmin Middle Management Band 3A Band 4 sp
16
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Building trust, engaging in conversations and
listening to colleagues is key to improving comms
1 in4 ‘
colleagues want more communications
to build trust and confidence in
Post Office as an organisation
What you should know
‘* Colleagues want leader communications
to do more to build trust and confidence
in Post Office as an organisation
This is a particularly acute desire
for those in CA&C and CFO.
Other top-priority requests relate to two-way
communications that allow colleagues to
discuss issues with leaders and for leaders
to demonstrate that they are listening,
What you should consider
+ Review communication channels to identify pie
opportunities that enable colleague feedback. 25% 18% > _
z
I
4
« Itis important ‘ i Bulding trust I Two-way ‘ewttamaton I inemmaton vat I Proving I watinametee I Proving ne I Proidng te I Madina mefee I Maing mefel I hfomaton hat
{tis important that this feedback is smlcirice I corwmunevons I demenirtog I cremate gota aptertanding Ipndevwierel work) ‘postmaste I cusiamerpamt I ‘lhkeltanoe, I partatsamething I "hlpemetai
considered and openly acted upon as belief inPostOfteeas I wherecoleoguesI thattey are’ Ioninthebucmeds I my ob better st office Point of ew ‘Sfucws I mysefatwork “bigger ‘omy team
that opinions are valued is a key driver Smorgansaion I Siciesrdevnt I atetng io "arate
of advocacy, belonging and motivation. eeders cree
Continued low scores risk a sense of
futility in driving perceptions of comms. ost
Topic is nota priority in
sat People caac Pland People Remediation
CARC, Sar,
LCAS, Payzone
17
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Culture varies significantly across grades
What you should know
* Those at PO/Admin level see a primarily
friendly, supportive culture defined by
continuous improvement, work-life balance,
respect and learing from mistakes.
+ Among Middle Management and Band
3A, the experience is also friendly
and supportive, but political and
bureaucratic elements feature more
prominently than work-life balance.
‘+ As seniority progresses to Band 4 and
SLP level, bureaucracy and politics,
become defining features of the
culture, in addition to aversion to tisk,
inefficiency and demoralisation.
What you should consider
«These findings add weight to senior
colleagues’ consistently lower scores
and suggest a need for an ingrained
culture shift to address concerns.
‘* Acting on this feedback is of utmost
importance to rebuild leader trust and
prevent negative culture perceptions
from cascading throughout Post Office.
Top selected culture words become more negative as seniority rises, particularly
for behaviours with a higher negative impact on engagement
Top six culture words for each grade grouping
PO/Admin Middle Management
(n= 741) and Band 3A
(n= 1,114)
Friendly Friendly
a1% 37*
Supportive
supportive PI 32%
34%
31%
Bureaucratic
Band 4 and SLP
(n= 270)
Low engagement.
‘when selected
Friendly
34%
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18
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Majority of manager behaviours seen
to be performed better across Post Office
Key fact
7Pt
uplift in belief that managers help
colleagues prioritise work
What you should know
Colleagues have a broadly positive
experience of their managers and see
many of the behaviours they need already,
particularly around regular check-ins
and demonstrating care for wellbeing,
Help with cross-team collaboration and
supporting colleagues’ career development
are areas where managers could most
improve, but have seen progress on 2022,
What you should con:
+ How can you bolster positive momentum
around manager behaviours, particularly
around career development and
managing workloads (two factors
which impact overall engagement)?
jer
‘* Consider what lessons can be learnt
from managers who are listening
and acting on colleague feedback
and applied to senior levels to help
boost confidence in senior leaders.
How can your line manager help you be at your best in the current situation?
Key: m My manager already does this well » My manager could do this a little more
My manager could do this a lot more = Not applicable / Prefer not to say
eo Help support my career
development
(2) Help me prioritise my work
Help me / my team to collaborate
with teams across the business
Listen and act on
my feedback
Ask team members
for their opinions
Care about my wellbeing /
‘empathise with concerns.
Have regular
check-ins with me
15% Ele}
sas a >: cca
a
BI
75
4%
I
‘My manager
already does this
well’ vs. 2022
3
3
@3
@2
o1
These three
manager
behaviours were
identified as key
influencers of
wider metrics
in 2022
19
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Improving communications is key to making
Post Office a better place to work
Finally, what one thing would you improve to make Post Office a better place to work?
Key fact
Yo 9 Post Office
Yo % ims
29 29 12
‘say improving intemal communications Improve internal communication Streamline
‘would help make Post Office and reduce bureaucr.
a better place to work at exactly i
Subtheme of
“improve internal
‘communication’
than hearing itin the news).
leagues raise
his topic more
What you should know
« Internal communications appeared as the
‘major theme when colleagues were asked topic more in.
what they would improve about Post Office.
Not only did 29% mention improving internal
comms overall, but a further 14% said
communications need to be more honest and
transparent, reflecting insight from page 16.
Remediation
Other themes included improving
Pay and benefits (15%), improving
training and progression opportunities
(13%), and streamlining processes
and reducing bureaucracy (12%). 9”
What you should consider Comments abut th
+ Place intial focus on improving the Yo
transparency of internal communications.
Colleagues respond to authenticity, and eneare cay ane covers
improvements in this area are a solid
start to rebuilding trust in senior leaders.
That communication
It is important to avoid ‘sugarcoating' or Colleagues raise this Other themes included:
holding back information, particularly when topic more in.. =
the external narrative is so negative commercial Improve technology and IT 8
= I would like more support from managers 8%
ayzone
a Improve collaboration / reduce silos 7%
Treat all colleagues fairly and equally 7™
More recognition raise for colleagues 6
20
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Diversity
& Inclusion
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Colleagues with a disability are less
positive on key inclusion metrics
Key fact
67”
average inclusion metric score for
colleagues with a disability
What you should know
‘+ Colleagues with a disability are less
likely to feel they can be their full selves
at work (-18pts), to feel their views.
are generally heard (-1.4pts) and to
feel included in their team (-12pts)
Colleagues with a disability are also
more likely to experience barriers
around difficult working environments
and lack of manager support.
What you should consider
'« There is a clear need for managers to do
more to genuinely listen to and act on
feedback from colleagues with a disability,
and to provide more care for wellbeing
‘+ Encourage managers to engage in open
conversations with all colleagues to better
understand their individual needs and
develop wellbeing plans to support them.
Disabled colleagues respond more negatively to inclusion metrics
Key: @ Disabled colleagues © Non-disabled colleagues
to mask or downplay any aspects of my physical,
I feel like I can be my full self at work without the need o
cultural, spiritual or emotional self at work
to when I share my opinion
I feel included in my team
When I speak up at work my opinion is valued
The average score across all inclusion metrics
is lowest for those with physical disabilities
z
7
g
2
é LL
Deafarhaes org andng Newoderne Menthe Spesilaring Py
‘mparment "condo sooty rues
23 166 79 140 21 50
Positivity (96)
Disabled
colleagues also
score 16pts
higher on being
cf @ a victim of an
unwelcome
comment or
conduct at Post
felt offensive,
embarrassing
(ss") cr @ or hurtful.
Colleagues with a disability are more likely to experience
the following as barriers or needs from their managers
Key: m Disabled colleagues = Non-disabled colleagues.
Barriers experienced ‘Support wanted from managers
Higher at
s tower enor
z
5
2 Ba tee 31 47>
There's dict ao Liston andacton Care about my Have rear
cop, OM eeeiee imvieedbace” welbeng/empatise chectns with me
22
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Perceptions of career progression
vary across ethnicity groups
colleagues from an ethnic minority
background feel Post Office provides
‘equal opportunities (-9pts vs. white)
What you should know
‘+ Colleagues from an ethnic minority
background are less positive than average
on diversity, especially when it comes to
career development (-9pts). This positivity
gap increases in higher grades, from 14pts
in PO/Admin to 24pts in Band 4 and SLP.
‘+ Positivity is also lower around diverse
representation across all levels of Post
Office (-8pts) and belief that Post Office
isa diverse organisation (-7pts).
What you should consider
‘+ Review recruitment processes,
particularly at higher grades, and related
‘communication to ensure all colleagues
are aware of available opportunities.
Colleagues from an ethnic minority
background are more likely to cite pay /
reward and lack of career progression as
reasons to leave Post Office, highlighting
clear areas for focus to avoid attrition,
minority colleagues are less positive on diversity
s, particularly those relating to career development
and diversity across organisational levels
Key: mEthnic minority ® White Positivity (8)
Post Office provides opportunities
for people from diverse backgrounds
to thrive and succeed
of backgrounds and identities across
all levels in the organisation
Post Office is a diverse
‘organisation to work in
Ethnic minority colleagues are less positive
about career opportunities as seniority rises
Post Office provides opportunities for people
from diverse backgrounds to thrive and succeed oT ia \
thnic minrty colleagues are aso more
Key: @ Ethnic minority thay than whe caleagus to want career
SWhite oe. support tom tek anager ol grades
68” 70
—— apt ome
2aptoep
5a"
z 52 oop
é
PoiAdmin idle Management Band 4 and SLP
and Band 3A
Black African, Caribbean or Black British and
Mixed or Multiple ethnic background colleagues
are least positive about career opportunities
Post Office provides opportunities for people from
diverse backgrounds to thrive and succeed
Positivity (96)
we coe
Asian or Asian British
or Black British Ea
Other ethnic groups 43”
Mixed or Multiple
ethnic background
Ethnic minority colleagues are more likely
to leave due to reward and career progression
What are the main reasons you would consider
leaving Post Office?
Key: m Ethnic minority
= White
apt gap
opt gap
22" x 30% a
11am not paid enough / rewarded well Lack of career
compared to similar roles externally progression opportunities
Proportion selected (%6)
23
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LGB+ colleagues and women are more likely
to have received an unwanted comment
Post Office colleagues say they have
received an unwelcome comment
What you should know
‘* Across Post Office, one in five colleagues
say they have been the victim of an
unwelcome comment that felt offensive,
embarrassing or hurtful, while a
further 13% responded neutrally.
LGB+ colleagues are 13pts more likely
to have received such a comment than
straight colleagues, while women are
4pts more likely than men. This gap rises
to 8pts between gay women and men.
‘+ The proportion of women experiencing
this type of comment rises significantly
and consistently with seniority, The
gap to men is just 3pts at PO/Admin
level compared to 29pts at SLP.
What you should consider
‘* These results highlight the importance of
a confidential, robust reporting system
not only to empower colleagues to
report issues without fear of reprisal,
but to also reinforce the message that
such behaviour will not be tolerated
In the past 12 months, I have been
the victim of an unwelcome comment
or conduct at Post Office that felt
offensive, embarrassing or hurtful
Proportion of colleagues who have been a victim of an unwelcome
comment or conduct at Post Office by gender and sexuality
‘This s the only metrc where women
notably have a more negative employee
‘experince than men at Post Office
For LGBr colleagues, this is the
metric with the largest negative
diference vs. heteracextal colleagues
e19%
Confirm zg
Neutral cm 14 19
Man Woman Heterosexual / B+ man
e68” oaight
1,205 1,297 2,159 182 75
Experiencing unwelcome comments or conduct rises with seniority for women at Post Office
In the past 12 months, I have been the victim of an unwelcome comment
or conduct at Post Office, that felt offensive, embarrassing or hurtful
Key: eMan 32
Woman 27 —————.
. ae
19 as 20%
@ -
16
‘ 3
8
Po/Admin Middle Management Band 3A Band 4 sup
1 (man) =
287 366 142 1 34
1 (woman) =
304 304 135 64 19
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\When looking at both gender and
sexuality, gay women experience the
‘moat unwelcome comments
LGB+ woman
82
24
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Colleagues with non-parental caring
responsibilities feel more strain
Key fact
11°*
gap in experience of strain between
non-parental carers and those
with no caring responsibilities
What you should know
Colleagues with non-parental caring
responsibilities report less work-life
balance and more strain than those with
parental caring responsibilities and those
with no caring responsibilities at all.
Barriers around understaffing, too much
complexity, lack of communication and high
workloads are also felt more acutely by
colleagues with non-parental responsibilities.
What you should consider
‘+ The impact of caring responsibilities on
work-life balance is seen most strongly at
PO/Admin and Middle Management and
Band 3A levels. What specific support do
colleagues across different grades need?
Review signposting of readily
available resources ~ such as flexible
working arrangements ~ to ensure
colleagues know what's available.
Colleagues with non-parental caring responsi
ilities report less work-life balance and more strain
Key: mNo caring responsibilities = Parental caring responsibilities m Non-parental caring responsibilities
-12pt gap
vs. No caring
resporatbities
-11pt 2p
vaNocaring
> responsibities
=
2
2
é 67% 23%
In the current environment, feel able to balance ioe
my work and personal life in a way that works for me constant strain at work (disagree)
Some barriers are experienced more by colleagues —_ Impact of caring on work-life balance seen
with non-parental caring responsil
ities most at junior to middle grades
I feel able to balance my work and personal life in a way that works for me
Gap vs. those with no caring responsibilities
Key: @ Non-parental caring responsibilities
© No caring responsibilities 73
There aren't enough
oe oe
15pt gap
There's too much 55*
ee z 4a
There isn't enough é
305 459 96
25
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Representation of colleagues from a minority
ethnic background decreases with seniority
Representation of minority colleagues decreases as seniority increases*
Key fact
31”
of SLP are from a minority
‘ethnic background
Key: = Member of no minority groups
= Member of at least one minority group
34%
66”
39%
What you should know
‘+ Representation of minority ethnic groups
is much lower at SLP level (31%) than
at more junior PO/Admin level (66%)
Analysis shows that colleagues from PO/Admin
minority backgrounds face varying
challenges across grades. Those at Band
3A are mote likely to reference challenges
Ge
Middle Management
Proportion (%)
Band 3A
Disproportionate challenges for Disproportionate challenges for
around training and progression, while
those at SLP level are more likely to mention
issues with integrity and feeling heard,
What you should consider
* As seen on page 22, training and
progression is an area for focus, particularly
for colleagues from an ethnic minority
background. Improving this at a Middle
Management level is key to enabling greater
representation throughout Post Office.
‘+ Addressing negative culture traits
experienced at SLP related to bureaucracy,
politics and demoralising behaviours
{see page 17) could help to tackle some
of the barriers felt among this group.
Disproportionate challenges for
colleagues from minority backgrounds at
Band 3A: Enablement, training and strain
Key focuses
Ihave access to the training, I
development I need to do my
colleagues from minority backgrounds
at Band 4: Belief and confidence
Key focuses
BID re sstisinsestie re communicated
vision for 2025 and strategic priorities for
Post Office that motivates me.”
[Jf] ists ethnics lant oe
Office's overall strategy as an organisation.”
[fees
and Partners to deliver for our customers.”
[fe ene
at Post Office.”
colleagues from minority backgrounds
at SLP: Integrity and feeling heard
Key focuses
*Defined as colleagues who self-reported a least one minority protected characteristic across ethnicity, sexual erentation disability, 26
caring responsibilty and religion. Minoty religions are defined as those representing ess than 4% ofthe Post Offic population
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Improving diversity and representation
at the top is the main inclusion ask
What more can senior leaders do to deliver Post Office's Equity Diversity and Inclusion goals? n=851
Key fact
1 9”
of comments asked to improve
senior leadership diversity
What you should know
‘* When asked how senior leaders can
do more to deliver Post Office's ED&!
goals, one in five colleagues mentioned
improving senior leadership diversity ~
reflecting findings on page 25 that show
this is lacking with regards to ethnicity.
13% mentioned the need to treat
all colleagues fairly and equally,
while around one in ten want leaders
‘to communicate more transparently
and be more visible in workplaces.
jer
What you should con:
‘+ Colleagues are sharing a clear desire
for more visibility, authenticity and
transparency when it comes to senior
leadership. How can this be achieved,
and more importantly, how can
itbe sustained long term to
reignite trust in leaders?
* Ensure colleagues are informed and
consistently updated on Post Office's
diversity goals and progress.
ice aspir
Treat all colleagues to implement across the whole organisation. I feel that
fairly and equally the representation at Board level is diverse, howe!
the executive group seems to primarily be represented
by tho: round,
%e Make sure that line managers are treating ALL staff
1 2 ‘0 C equally and fairly in: instant favouritism.”
Communicate with
honesty and transparency
hould
employ the
the job
10”
Be more visible / Be Tackle bullying
in workplaces and discriminatory
behaviour
27
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You said, we did
sore vs.2023 ve UKNorm
Ifeel able to achieve my career objectives at this company 49% @4 e11
Better support to achieve
Garson cbieci es: I regularly discuss my career development and growth with my line manager and track progress against my development plan 55% @3 N/A
Leaders in my part of the business care about providing timely feedback that helps me grow 47 @9 N/A
{At Post Office, how we do things is as important as what we do 69% 1 N/A
Ways of Working bein
Garronatratan erarneay I see the Ways of Working being demonstrated everyday 53% @5 N/A
Senior leaders lead by example and behave inline with our Ways of Working 38% @6 o31
Communications provided by Post Office are open and honest 46% @4 @15
Improved internal
Eweleny Sonimunieasen Internal communications provide two-way opportunities for colleagues to have their say 48” @3 N/A
Leaders in my part of the business genuinely seek to hear colleagues suggestions and ideas 52% o7 N/A
‘There is good teamwork and co-operation between departments at Post Office 48% @2 o7
Removing strain, .
uipaaucrecyand inericioncios In the past few months I've felt under constant strain at work (contradict) 46% @1 N/A
‘Any major barriers at work are effectively managed in order to allow me to do my job well 59% @12 N/A
Ihave confidence in the senior leadership of Post Office 35% @5 34
Focus on building trust in
poe ara tah Where I work, people are held accountable for their performance and behaviours 63% o4 o1
Where I work, people are good at learning from past experience to avoid repeating mistakes 68% 9 es
29
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Culture defined by supportive and friendly behaviours
but politics and bureaucracy a concern
Key fact The proportion of positive / Behaviours to Key: @ @ Increase / decrease in frequency vs. 2022 (change 3pts or larger)
negative culture words sees celebrate
57” little difference to 2022 arieintorees Gratpenent sere Frequency
; Most selected, high Supportive @ 32%
of words chosen to describe engagement when
fact ieee eisceedl Friendly © 40%
innepalaciony te ogroen 26%
What you should know Leaming from mistakes @ [ES a
«Though down slightly on 2022, ‘supportive’
and ‘friendly’ remain the top two culture Healthy work-life balance [Al 25%
traits experienced at Post Office and are
associated with above-average engagement.
‘+ Incontrast, ‘political’ and ‘bureaucracy’
are the most frequently chosen a Behaviours to grow Eesserentsere Frequency
negative culture words, followed by e57% e2, Loe Pen Proud oD 12%
“emorased which is assodted with Soshivawords Easier
1 lowest engagement score eoereey creative = Be
043”
Negative words — 7 %
What you should consider 7 wasn) z wd
«+ Investigate ways to reinforce positive culture Enthusiasm as 8%
traits through team activities and recognition
programmes to enhance engagement Empowering @ Cs &*
and bolster an overall positive culture.
+ As seen throughout the report,
particularly around authenticity and Behaviours to Engagement score Frequency
frist Foouag cn this wil lay a eaical mrovetanaytron :
tole addressing negative cate tats y Poltical @ 22"
Some selected, low
EO 22"
cere
Hierarchical 18%
Ineffcient @ 18%
Demoraised @ 20"
30
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Perceptions of communications vary by division
Communications provided by Post Office are open and honest Internal communications provide two-way opportunities for colleagues to have their say
caac 07 caac 04
Pl o7 sat o1
sat ) Commercial J 04
Payzone ps9 Od o4 People 59% ou
cro 57" 4 CFO Sd 9
LCAS ee 4 Technology —— @2
Commercial [53d @2 LAS PSS ou
Technology — 6 fal —— @15
People [ace @5 Retail 45d @4
Retail [436d @6 Payzone @12
Remediation 38” @5 Remediation 6
The senior leadership have communicated a vision for 2025 and strategic priorities
Leaders in my part of the business genuinely seek to hear colleagues’ suggestions andideas [Te wertio weaership Nave corm
eRe vs. 2022
Pl e8 sat — @16
caac 07 CARC @19
Commercial e6 People 4 @12
UCAS 2 CFO C2)
sat ee 4 Technology [42d o1
Technology @6 Commercial oe @10
cro ee 7 Payzone N/A
People 150% @14 Lcas 18
Remediation ©0 Retail [20% ou
Payzone @12 Remediation P25 017
Retail e8 PI [245 @19
31
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