Changing our culture

We want our Postmasters to know that we have learned from past mistakes and see the benefits of changes we are making following the judgments in the civil and criminal courts.

We have made major cultural and operational improvements based on Postmaster feedback, in every part of the business – from initial training through to daily transactions and accounting. And though there is much to be done, over the past two years we have achieved a series of key milestones to right historic failings and ensure that we are fit for future.

Changing our culture

  1. Bringing Postmasters into the Heart of the Business: Postmasters Saf Ismail, and Elliot Jacobs are serving as our very first Postmaster Non-Executive Directors on the Board, while Postmaster Hithendra Cheetirala is our first ever Postmaster Director in our Network team. This will help ensure our future is grounded in the reality of Postmasters’ experiences. Few companies do this and we are an early adopter– perhaps the largest UK franchise business to do so.
  2. Listening to our Postmasters: In 2020, as part of the nation-wide Postmaster Consultation, we held ten in-person events while a further 1,700 gave their views in our biggest survey to date. Building on this success, in 2021 we held two national events and over 100 local engagement events, attended by senior managers, across every area of the UK. These provide an essential channel through which Postmasters can have their voices heard.
  3. Partnering with our Postmasters: Following the Postmaster Consultation, we have held over 20 co-creation sessions with Postmasters, collaborating with them to expedite improvements across the business. Our Postmaster IT Working Group, a network of over 170 postmasters, is a great example of this, ensuring their ideas and feedback help shape the direction of our business.
  4. Enhancing our training: We have rolled out new “Week in the Life of a Postmaster” training for over 1,800 support colleagues across the business. This allows colleagues to put themselves in Postmasters’ shoes and take an in-depth look at the different aspects of running a post office. We have also launched targeted training to create a service culture across our frontline teams so that Postmasters have a consistent experience, regardless of who they interact with.