National Federation of SubPostmasters Annual Review 2024

NFSP 

ANNUAL 

REVIEW 

2023/24 

For the year end 31 March 2024 

www.nfsp.org.uk

2 NFSP 

NFSP 3 

Annual Review 2024 


Welcome 

to our Annual Review 

Report 2024 

INSIDE THIS REPORT 

04-05 Our purpose 

06-07 Chairman’s statement 

Welcome to our Annual 

Review Report, which 

covers the period 2023/4. 

This report intends to 

provide our stakeholders 

and members with an 

insight into our priorities, 

what our ambitions were 

for the period 2023/24 and 

how we achieved them. 

08-09 CEO statement 

10-11 NFSP strategy 

12-15 Our Governance 

16-19 Business review - The difference we’ve made 

20-21 Mails Support Team 

22-23 Retail and Commercial 

24-25 Public Affairs 

06 

CEO’S STATEMENT 

“ 

Our vision for the 

NSFP Regional 

network 

is so important. 

“ 

26-27 Negotiation and Engagement Team 

28-29 Compliance and Network Support 

30-31 Communications 

32-33 Member benefits 

34-35 Looking forward to the year ahead 

22 

RETAIL

4 NFSP 

NFSP 5 



Our purpose 

Who we are and 

what we do 

The National Federation of SubPostmasters 

(NFSP) is an independent not-for-profit trade 

association entirely dedicated to supporting 

postmasters to operate post office and 

retail outlets. Knowing and understanding 

postmasters is central to what we do. 

We provide a number of products and services 

for the benefit of our members. This includes 

representation of postmasters in negotiations 

with Post Office Ltd (PO), support in contractual 

disputes with PO, the representation of 

postmasters in discussions with MPs and 

external stakeholders, access to expert mails 

support, retail support, information, news 

and analysis, and access to specialised and 

discounted products. 

We are postmasters; our Board is formed of 

serving postmasters who are nominated by their 

peers. When we speak it is with a knowledge 

and authority which comes from knowing our 

business inside out. 

No-one can represent postmasters more 

effectively, and our vision is to continue to fulfil 

that role, growing our influence for the benefit 

of our members. 

“ 

No-one can represent 

postmasters more 

effectively, and our vision is 

to continue to fulfil that role, 

growing our influence for 

“ 

the benefit of our members.

6 NFSP 

NFSP 7 



Chairman’s statement 

A few words from Tim Boothman 

The most significant 

event of the last year was 

undoubtedly the airing of 

the ITV drama Mr Bates 

vs the Post Office. The 

highly emotive drama 

highlighted the plight 

of the Horizon scandal 

victims and brought a 

huge public reaction 

to what is the biggest 

miscarriage of justice this 

country has ever seen. 

Coupled with the ongoing 

Public Inquiry, public 

awareness and scrutiny has 

never been so high. The 

scandal is almost reported 

on in the national press 

daily and thousands are 

watching proceedings at 

the Inquiry on YouTube. 

There have obviously been 

some very stark revelations 

that have come out, but 

many more questions 

remain unanswered as 

current and former Post 

Office Ltd (PO) staff can’t 

recall events that led to the 

prosecution of hundreds 

of postmasters and Crown 

Office staff. Many more 

were not prosecuted 

but had their contracts 

terminated, were left 

financially ruined and their 

lives significantly impacted. 

Most postmasters just 

want to know the truth as 

to what went wrong and 

want reassurance that 

nothing like this will ever 

happen again. 

It has to be said these 

events are having an effect 

on current postmasters. 

Many are worried about 

what the network will 

look like and whether the 

PO brand is irreparably 

damaged. 

The NFSP has been 

pushing Government 

for a new structure of 

governance. This would 

include an Oversight 

Committee made up 

from all stakeholders 

which could ensure any 

major decisions made by 

Government and PO were 

to the benefit of the whole 

network and not just to 

the benefit of PO and the 

detriment of postmasters, 

as this has been the case 

in the past. 

The NFSP is committed 

to ensuring all wrong 

doings of the past 

are reconciled and all 

affected postmasters are 

recompensed and those 

convicted have their 

convictions overturned. 

Just as important is 

ensuring that postmasters 

of today do not become 

the victims of tomorrow. 

A major concern for 

postmasters over the 

last year is the disparity 

of remuneration versus 

the rise in the National 

Minimum Wage and 

the general cost of 

living. Quite simply, any 

remuneration increases 

are simply just swallowed 

up by inflation leaving 

our net income under 

pressure and the value of 

our investments in decline. 

There is, of course, the 

introduction of the 

Operational Excellence 

scheme but despite 

this being in operation 

now, postmasters will 

not see any benefit until 

September remuneration. 

The level of 5%, in my 

opinion, is poor given the 

fact it may take more time 

and resource to achieve 5% 

than the actual payment. 

One slight plus point is 

2,800 branches will receive 

a note counting machine 

which should negate most 

cash-in-pouch errors and 

will enable postmasters to 

count cash more accurately 

and quickly. 

Another major shift for 

the network has been the 

introduction of new mails 

carriers. Evri is the main one, 

with currently 2,500 offices 

offering both PUDO and 

in-branch sales, with 

a further 1,600 offices 

earmarked for rollout in 

the near future. This is 

a good news story with 

many offices reporting 

high volumes and a new 

demographic of customers, 

notably the younger 

generation, which I believe 

is a positive thing. 

However, this does not 

benefit all of the network 

as many offices who just 

offer traditional Royal Mail 

products are seeing their 

customers migrate from 

in-branch to online sales 

and have become just a 

drop off point. This obviously 

impacts remuneration 

and viability, so the ideal 

“ Let’s work 

together to drive 

the necessary 

change so we can 

all enjoy a network 

that recognises 

our investment. 

“ 

scenario is to have all 

carriers in all offices, which 

the NFSP will push for in 

the forthcoming year. 

I would like to finish by 

saying a huge thank you 

to all members who have 

engaged with the NFSP 

over the last year. Any 

membership organisation 

is the sum of members’ 

participation and 

contributions at any one 

given time. 

Quite simply, the more 

members choose to get 

involved, the stronger the 

organisation will become. 

Let’s work together 

to drive the necessary 

change so we can 

all enjoy a network 

that recognises our 

investment. 

Tim Boothman 

NFSP Chair 

Tim Boothman 

NFSP Chair

CEO statement 

A few words from Calum Greenhow 

This year’s Annual Review 

has to be read within 

the context of ongoing 

events involving matters 

relating to the past. This 

can be via the Horizon 

Inquiry and its extensive 

media coverage and to 

the Historical Matters 

Schemes - looking to 

resolve the mistakes of 

the past. 

All of this is taking up a 

significant amount of 

government focus via the 

Department for Business 

and Trade as well as Post 

Office Ltd (PO) in terms of 

administration. Added to 

this is the costs involved, 

with around £1bn being 

set aside to cover both the 

compensation and legal 

costs. 

Whilst it is absolutely 

correct that the matters 

of the past are resolved, 

colleagues from around 

the country consistently 

tell the NFSP that they are 

experiencing the impact 

of the past today in terms 

of a lack of clarity in the 

direction that PO is going 

as a business, and this 

causes them concern as 

to the ongoing viability of 

their business. 

Our own Inquiry related 

costs are also significant in 

terms of legal fees. Much 

has been made of the 

£150m that government 

has provided to PO to cover 

its legal and administration 

costs for the historical 

schemes and the Inquiry, 

yet the NFSP is funding 

these costs itself. 

In an effort to help the 

Inquiry understand the 

role of the NFSP, and to 

support it in getting to 

the truth of the largest 

miscarriage of justice in 

the UK, we have provided 

it with hundreds of our 

Calum Greenhow 

NFSP Chief Executive 

Officer 

“ 

Our vision for the 

NFSP Regional 

network 

is so important. 

8 NFSP 

NFSP 9 


“ 

historical documents, read 

all the witness statements 

and helped our legal 

team draft questions for 

many key witnesses. We 

have attended as many 

evidence sessions as we 

could and have asked 

searching questions of a 

wide range of Post Office 

and other witnesses who 

were involved with Horizon 

Despite the financial and 

personal resources we 

provide to these matters, 

the NFSP was still able 

to provide support to 

nearly 3,800 postmasters 

throughout the year. Given 

there are around 7,000 

independent postmasters 

in the network, this shows 

just how much help the 

NFSP does provide across 

a range of areas. 

As we adapt to the post 

Covid world, rather than 

having exclusively faceto-face 

meetings as 

before, more and more of 

our Branch and Regional 

meetings are either being 

held online or a hybrid 

between the two. This 

enables colleagues within 

a locality to connect 

with each other and find 

out what is going on 

and be involved. There 

were 57 Branch and 

Regional meetings that 

took place during the 

last year, which is more 

than one meeting per 

week. This excludes the 

national meetings we 

had on various subjects 

throughout the year. 

Our Annual Conference 

was attended by more 

colleagues than the 

previous year and 

was well received by 

delegates, our business 

partners, and also PO. 

Things are far from rosy 

in the network with 

remuneration not where 

it should be. This was 

reflected in the 2023 

Postmaster Survey, with 

an overall decline in the 

relationship that exists 

between postmasters and 

PO. This left many feeling 

that the overall culture in 

PO has not changed. 

This is reflective of the 

relationship between the 

NFSP and PO as well. In 

many ways, it is harder to 

deal with PO today than 

it has been previously. It 

feels less of a discussion 

about issues and working 

towards resolutions and 

more of a “this is what we 

have decided is happening 

and we are telling you at 

the very end, so there is 

little you can do to change 

it” situation. Added to 

this is the insistance that 

everything is confidential, 

which restricts the NFSP’s 

ability to engage with 

members and get their 

feedback whilst at the same 

time PO engages with 

other groups about the 

confidential discussions, 

which then finds it way 

on to social media. This is 

incredibly frustrating for the 

NFSP. 

That is not how it should be 

in a post GLO world, where 

PO state they not only wish 

to reset the relationship 

with postmasters but that 

their culture has changed. 

What has been encouraging 

is the amount of 

communication content we 

have provided to members 

throughout the year. In the 

past, direct communication 

with members was via 

The SubPostmaster, with 

Branch and Regional 

Secretaries receiving 


ad-hoc circulars to pass 

onto colleagues. 

Today, as well as The 

SubPostmaster we also 

have Branch and Regional 

WhatsApp groups, 

Facebook, LinkedIn, the 

weekly email newsletters 

and a new podcast. 

Our vision for the NFSP 

Regional network is 

so important, to keep 

colleagues updated. 

Postmasters can lead 

isolated lives, with little 

time off away from 

the counter. They care 

passionately about 

their businesses and 

communities, but within 

an ever changing, highly 

competitive and complex 

market, postmasters 

experience many 

pressures that can seem 

unsurmountable. 

The Regional network 

should be a group of 

postmaster colleagues 

working together for 

the benefit of the whole 

network. Each Region 

working together in an 

autonomous manner, 

supported by NFSP 

headquarters, identifying 

the issues and working 

with PO to find solutions. 


NFSP 

Chief Executive Officer

10 NFSP 


OUR PURPOSE 

We treat people as we 

would like to be treated. We 

encourage and celebrate 

diversity and are sensitive to 

individual circumstances. 

NFSP 


11 

NFSP strategy 

Our vision, mission 

and values 

Our vision 

The collective voice of post 

office operators offering 

members representation, 

support and solutions to 

realise the full potential of 

their businesses. 

Our mission 

A membership led 

non-profit organisation, 

supporting members to 

operate post office and 

retail outlets. 

We represent their interests 

at every level of policy 

and decision making. We 

offer an opportunity to 

belong to, and take part 

in, a community working 

together for a more 

successful future. 

Our Values 

Supportive 

We care about our 

members, about the 

people we work with, and 

about the relationships 

we have. We take time to 

understand the needs of 

others, showing empathy 

and compassion. We are 

honest in our words and 

deeds. 

Knowledgeable 

We are experts in our 

fields. We understand our 

industry and our members’ 

businesses. We employ 

the right people, and we 

encourage them to share 

their knowledge with 

others in a way which is 

accessible to all. We are 

smart enough to know 

what we don’t know and 

ask for help when required. 

Respectful 

We act professionally at all 

times; we respect others 

and their opinions. 

Member focused 

We are a membership led 

organisation; our board is 

formed of members, voted 

for by their peers, and with 

members’ interests at its 

heart. Members are at 

the forefront of what we 

do, our representation of 

and support for members 

is written into our rules 

and guides our day-today 

decision-making. We 

have a responsibility to 

our members to strive to 

understand and meet their 

needs, and to ensure our 

activities are broad enough 

to offer something for all. 

We seek value for money for 

our members in all that we 

do. 

Trusted 

We are honest and straightforward 

in our interactions 

with others. We act with 

integrity and authenticity. 

We are consistent and 

fair in our treatment of 

others. We build trust by 

being open about our 

activities, transparent 

about our decisionmaking, 

successfully 

delivering our objectives, 

and demonstrating our 

clear commitment to our 

members’ interests. 

Core principles 

In working towards 

achieving our vision we 

established a number of 

strategic priorities for the 

2023/24 financial year. 

these were organised into 

four key areas: 

• Negotiate changes to 

remuneration on behalf 

of and for the benefit of 

postmasters. 

• Challenge, review and 

comment on new or 

updated Post Office Ltd 

(PO) proposed policies 

or proposals on behalf 

of and for the benefit of 

postmasters 

• Represent its members, 

including in relation to 

disputes with PO. 

• Provide welfare 

and support to 

postmasters in respect 

of the entirety of their 

operations, in each 

case, in relation to the 

postmasters’ operation 

of Post Office Branches 

(including new models 

introduced by PO and 

forming part of the 

Post Office network) 

and all elements of 

business conducted 

from those premises; 

and all business carried 

on by postmasters on 

their own account from 

Post Office Branch 

premises in accordance 

with their contract 

for the operation of 

a Post Office Branch.

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OUR GOVERNANCE 

Governance 

Governance and organisational 

infrastructure 


Good governance is 

fundamental to creating 

and maintaining an 

effective business. The 

NFSP has, of course, 

evolved significantly in 

recent years – becoming 

a professional trade 

association and bringing 

in new teams to provide 

members with practical 

post office and retail 

support. We are not 

standing still and 

continue to develop. 

Management 

accountability and 

strategic direction is 

provided by an elected 

non-executive board. 

Non-Executive Directors 

are serving postmasters, 

each representing one 

of 10 UK regions and a 

range of office model 

types ie. Local, Main and 

Community. They are 

elected by their region 

every three years. The 

Board also includes 

representatives from 

multiple partners with a 

portfolio of post offices, 

including but not limited 

to WHSmith, Ryman and 

SPAR. 

Each region also has a 

Regional Secretary and a 

Treasurer and within each 

region there are a number 

of branches which each 

have a Branch Secretary. 

Branch Secretaries are 

nominated and elected by 

members within their area 

and are responsible for 

providing local support for 

members. 

The Board and the regional 

and branch network are 

supported by the NFSP 

Executive Team and its 

staff. 

Our regional directors in 

particular play an active 

role in supporting NFSP 

members and are a key 

link between our Head 

Office staff, branch and 

regional volunteer network 

and wider membership. 

Accordingly, we have 

sought to equip them 

with the skills to support 

and represent members 

even more effectively 

through a tailored training 

package. It is vital that 

new Directors have a 

good understanding of 

the NFSP’s organisational 

culture – as outlined by 

our Vision, Mission and 

Values – as they enter 

their new role and are able 

to meet our Head Office 

team, who will provide 

them with support in the 

future. 

Two years ago the NFSP 

refreshed the Branch 

and Regional Secretaries 

guide to support our 

volunteers in this area. 

The intention was to give 

these individuals a sense 

of identity and purpose, 

and with support from 

NFSP Head Office, arrange 

regular and informative 

local meetings. This work 

has been continued with 

the development of a 

dedicated area of the 

NFSP website for Branch 

and Regional Secretary 

resources.

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OUR GOVERNANCE 


The Board 

Composition of the Board 

Our Board is formed of serving postmasters, who are nominated 

by members as Non-Executive Directors (NED) each representing 

one of 10 NFSP Regions around the country, and three 

representatives from multiple organisations. 

Craig 

Sinclair 

NED (WHSMITHS) 

NED for WHSmith since 

2022. 

Tim 

Boothman 

CHAIR & NED NORTH WEST 

Sue 

Edgar 

NED NORTH EAST 

Howard 

Greenman 

NED SOUTH WEST 

Sue 

Jude 

NED WALES/CYMRU 

Raj 

Patel 

NED LONDON 

NED for the North West 

region since 2014. Member 

of the NET, part of the 

NFSP advocacy project. 

Previously Members’ 

Editor, Branch Secretary 

and President, Regional 

Secretary and President. 

NED for the North 

East region since 2017. 

Previously NFSP Chair as 

well as Regional President 

and Branch Secretary. 

NED for the South 

West region since 2022. 

Previously President of the 

South West region as well 

as Branch Vice President. 

NED for the Wales/Cymru 

region since 2018. Chair of 

the Board of Benevolence. 

Previously Regional 

Secretary and RTU Officer. 

NED for the London region 

since 2023. Subpostmaster 

for over 30 years. 

David 

Sanghera 

NED (RYMAN) 

NED for Rymans since 2017. 

Bharat 

Visani 

NED MIDLAND 

NED for the Midland region 

since 2015. Previously 

Branch Secretary and 

President as well as 

Regional President. 

Christine 

Donnelly 

NED NT&EA 

NED for the NT&EA region 

since 2019. Currently 

a Branch Secretary. 

Previously NFSP Forum 

Moderator and Standing 

Orders Representative. 

Sajjad 

Hussain 

NED SOUTH EAST 

NED for the South East 

region since 2014. Currently 

a Branch Secretary. 


Secretary and Treasurer as 

well as Regional President 

and Standing Orders 

Representative. 

Jim 

McCafferty 

NED N. IRELAND 

NED for the Northern 

Ireland region since 

2022. Previously Regional 

President. 

Mohammad 

Sajid 

NED SCOTLAND 

NED for the Scotland 

region since 2022. 


Treasurer. 

David 

Agnew 

NED (HENDERSON) 

NED for the Henderson 

Group since 2023.

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PERFORMANCE 

Business review 

The difference we’ve made 

The NFSP provides a 

wide range of products 

and services and is 

always challenging 

Post Office Ltd (PO) to 

hold them to account 

for the benefit of our 

members. 

In the last year, here 

are some examples 

of how we have 

supported, advocated 

and represented 

postmasters on the 

following matters: 

Operational Excellence 

The NFSP has 

worked with PO to 

establish Operational 

Excellence which 

will see postmasters 

remunerated for backoffice 

work. 

The NFSP held a 

meeting in January to 

discuss Operational 

Excellence with 

postmasters. Colleagues 

gave their views on how 

it could be improved and 

their thoughts on the 

level of remuneration. 

This was fed back to PO, 

but the NFSP only heard 

back at the same time as 

PO’s announcement of 

their proposal. 

In a poll run by the NFSP 

in April, 91% of members 

indicated that they 

felt PO’s remuneration 

proposal of 5% should 

have been for a higher 

amount. 

The NFSP continues to 

hold talks with PO about 

the level of remuneration 

before Operational 

Excellence is introduced 

in September. 

Remuneration 

Postmaster 

remuneration has been 

decreasing in line with 

inflation and the cost 

of living. In 2021, 70% 

of members reported 

earning the equivalent 

of the National 

Minimum Wage or less. 

Following pressure from 

the NFSP, PO agreed to 

a one-off payment to try 

to help with the cost-ofliving 

crisis, which was 

paid in September 2022 

remuneration. 

Future of the Network 

The NFSP believes 

the governance of the 

business has to change 

so that the investment 

postmasters have made 

in their businesses can be 

protected. 

Mutualisation is the 

ultimate goal, but the 

NFSP has proposed an 

Oversight Committee 

which we feel will be 

beneficial to the post 

office network, PO and 

the government. 

We have checked it legally 

and also with corporate 

governance experts 

who agree that it could 

work and could improve 

the way in which PO is 

governed. 

It will enable different 

groups to work together 

to restore trust in a 

business that provides 

significant roles within 

communities and provides 

so much employment 

across the UK. 

Network Transformation 

The NFSP has launched 

an investigation into 


(NT) to investigate 

whether colleagues 

felt they were encouraged 

by PO to convert under NT 

to either a Main or a Local 

and that decision was to 

their detriment. 

The NFSP has been 

working with Howe + Co 

Solicitors to investigate and 

more than 70 members 

were on a national call 

in March. Almost 300 

colleagues have now 

come forward, and further 

meetings will take place 

this year. 

Hard to Place 

Following the closure 

of the Network 

Transformation 

programme in 2018, PO 

now hold a Hard to Place 

(HtP) register which 

covers offices that have 

not found a Potential New 

Postmaster due to location, 

declining footfall and low 

remuneration etc. 

Without consultation, PO 

imposed a reduction in 

compensation from 26 

months to 12 months as 

they want to close the 

HtP programme by March 

2025. Since then, the 

NFSP has engaged with 

solicitors and PO to try to 

find a solution as we are 

very much against the 

imposition. 

Contractual Issues 

PO now agree on policies 

with the NFSP. Any 

contractual issues have 

to follow policy process 

and can be challenged 

by the NFSP to ensure 

that process has been 

followed. 

The NFSP also represents 

postmasters in 

negotiations with PO. 

Restrictions Policy 

The Restrictions Policy 

is a clause that resides 

in every postmaster’s 

contract, which prohibits 

postmasters from 

transacting any work that 

conflicts with products 

and services that PO 

provide. When the 

clause was put in place, 

it included no timeline 

or review process, which 

resulted in the policy 

being undebated for 

years. 

During the 2023 NFSP 

Annual Conference, 

the Restrictions Policy 

was debated amongst 

members. The debate 

raised some serious 

questions as to what 

the network would look 

like without the policy 

in place, and what 

sort of entrepreneurial 

freedom it would bring to 

postmasters. This is why 

we are lobbying for the 

clause to be removed.

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Government Services 

Government services 

have been consistently 

taken from post office 

counters over recent 

years, despite being 

called ‘the front office of 

government’ in the past. 

Without these footfall 

drivers, customer visits 

have been declining 

year on year (20 million 

customers per week 

in 2020, now down to 

around 10 million per 

week). 

Recent research found 

that 75% of respondents 

believe that their retail 

side subsidises their post 

office business. 

To ensure network 

viability for the future, 

we need footfall drivers, 

and these include 

government services. 

The NFSP regularly asks 

government to bring 

services such as oneyear 

passports back to 

the counter. 

With the support of 

postmasters, the NFSP 

drove a petition to 

keep DVLA services in 

post offices last year. 

A new one-year rolling 

contract was agreed in 

December. Without the 

NFSP’s support, DVLA 

services could have been 

lost from post offices. 

NBIT 

The NFSP has challenged 

the cost and timing 

of NBIT. The NFSP will 

continue to engage with 

PO and will not allow the 

roll-out of this system 

until we are satisfied it is 

fit for purpose. 

Drop & Collect 

Despite the NFSP’s 

concerns, PO insisted 

on rolling out Drop & 

Collect branches as a trial 

in April 2022. Following 

many discussions with 

the NFSP, PO finally 

agreed that a review 

panel would be set up 

to look at any office that 

had seen a reduction 

in customer sessions / 

remuneration over a sixmonth 

period following 

the opening of a nearby 

Drop & Collect. 

Anyone who has 

concerns should contact 

the NFSP for advice. 

Project Copperstop 

This was an initiative 

driven by Openreach. 

Initially postmasters had 

to pay in full for a phone 

that had to be associated 

with it. 

Following extensive 

challenges from the 

NFSP, the desk phone 

is now fully funded for 

£52.52 and the portable 

phone is available for the 

discounted rate of £125.68 

(full price minus £52.52). 

The NFSP has saved each 

post office £52.52. 

Fliptop Tills 

From September 2022, 

following extensive 

discussions with the 

NFSP, PO agreed to pay 

for the repair of these tills 

where applicable for all 

Local model offices. 

We continue to discuss 

with PO that this extends 

to all Main offices as well. 

Advocacy Team 

In 2022, the NFSP set up 

an Advocacy Team to 

ensure PO policies and 

procedures are followed 

prior to any contractual 

issue that could be 

imposed on a postmaster. 

Banking Framework 3 

The NFSP lobbied for 

increased remuneration 

via the BF3. 

Reduced Bank Deposits 

Cash deposits made at 

post office counters were 

reduced following advice 

from the FCA to prevent 

money laundering. The 

NFSP has met with 

Government ministers, 

MPs, the FCA, PO, Link, and 

Citizens Advice to highlight 

the impact this has on 

postmaster remuneration. 

Rural Offices 

The NFSP has met with 

Citizens Advice, the Rural 

Services Network and 

other stakeholders to 

draw attention to the 

importance of rural post 

offices to their community. 

Historical Shortfall 

Scheme (HSS) 

The NFSP has been fully 

engaged with the HSS and 

has monthly meetings 

which update us on 

progress of applications 

and offers/payments 

made. Following NFSP 

intervention, the HSS 

was opened up to late 

claimants in October 2022, 

and remains open for new 

claims. 

Following the ITV 

programme Mr Bates 

vs The Post Office, 

the NFSP received a 

significant number of calls 

requesting a claim form. 

We would encourage 

anyone who has had a 

loss of this type and has 

not yet approached us for 

a form to do so as soon as 

possible. 

Welsh, Scottish and NI 

Post Offices 

The NFSP organises 

events throughout 

the nations to ensure 

politicians are aware 

of postal issues in their 

constituency. 

Love Your Local Post 

Office Campaign 

The NFSP launched 

a campaign to raise 

awareness of two issues 

threatening the post 

office community. The 

NFSP called for the Energy 

Business Relief Scheme 

to be extended beyond 

March 2023. The NFSP 

also outlined how reduced 

cash deposits would result 

in less remuneration for 

postmasters. 

Press Coverage 

The NFSP generated 

press coverage across 

the United Kingdom for 

the DVLA campaign, to 

encourage customers 

to continue to support 

local post offices, in 

response to the ‘Mr Bates 

vs The Post Office’ TV 

drama and the threat 

of a boycott, and for the 


investigation. 

Take That Step 

Campaign 

The NFSP launched 

a through the line 

campaign to encourage 

customers to buy postage 

for parcels and cards in 

their local post office, 

rather than online. 

Mails Segregation 

The Mails Support Team 

help members achieve 

the maximum financial 

return by achieving the 

Mails Segregation targets 

set by Royal Mail and PO, 

and more recently PUDO. 

Retail Support 

The NFSP Retail Support 

Programme is a free 

service available to all 

members. It includes 

free personalised Retail 

Health Checks via store 

visits or video calls, advice 

on shopfitting, fixtures 

and fittings, help with 

promoting members’ 

businesses and much 

more. 

A portfolio of retail 

partners who can help 

postmasters’ businesses 

can be found on the NFSP 

website.

20 NFSP 

NFSP 21 



BUSINESS REVIEW 

Mails Support Team 

An overview 

NFSP funding for the MST 

is available on a rolling 

annual basis until 2030. 

This funding has allowed 

the MST to support 

members with mails 

segregation throughout 

the 2023/24 financial year. 

ONGOING PROJECTS 

PUDO 

Through office visits and 

telephone calls, the team 

support postmasters who 

are at risk of losing their 

Amazon PUDO service. 

Postmasters are 

supported to achieve the 

full earnings available for 

PUDO through Amazon, 

DPD, Evri and Royal Mail 

services with office visits 

and telephone calls. 

A toolkit of best practice 

In 2023/24 the Mails Support Team (MST) 

and postmaster contractors supported 2,500 

members with mails segregation and PUDO, 

with 7,100 visits and telephone support to 

postmasters. 

guides is available to 

members via the NFSP 

website www.nfsp.org.uk 

We work with Post 

Office Ltd (PO) to 

improve processes in 

PUDO transactions and 

their training materials 

and we will create and 

deliver a series of PUDO 

workshops. 

Mails segregation 

The team continues to 

support members to 

achieve the Letter/Large 

Letter mails segregation 

compliance target and 

maintain the current level 

of compliance for 1st and 

2nd class parcels, so that 

postmasters can earn 

the full payment 

including the £1m bonus 

for mails segregation. 

Work continues with PO 

on the redesign of the 

new mails segregation 

laminates. 

Mails remuneration 

The team supports 

postmasters in their 

understanding of how 

Mails product payments 

are calculated, through 

visits, a series of 

workshops and a toolkit. 

Working with PO 

to simplify the sales 

reports/remuneration 

advice would enable 

postmasters to identify 

and build a better 

understanding of how 

their mails remuneration 

is calculated. 

TOP ACHIEVEMENTS 

• For the third consecutive year, the MST supported members in achieving the 1st 

class and 2nd class parcel mails segregation compliance targets. Based on last 

year’s volumes, this could be worth £3m of additional income to postmasters. Since 

2017/18, the team have supported postmasters to earn an additional £16.1m. 

• In 2023/24 we supported postmasters where Letter/Large Letter agency compliance 

improved by 0.4%. Letter/Large Letter agency compliance is now just 0.5% away 

from the mails compliance target, with our members achieving compliance of 

94.95%. This has been achieved by supporting members on visits, by completing 

mail bag checks and helping members with any errors found. We also helped 

postmasters and their teams understand segregation processes for Franked/Meter 

mail, priority mail and PPI. 

• To support members, the team added five new videos to the best practice guide 

series, and the team regularly share updates and information via the NFSP 

newsletter and The SubPostmaster magazine which has included checking mail 

bags are empty prior to use, how to handle mail marked as return to sender, and 

ensuring that mail bags are sealed with a tie and with the correct mail bag label 

prior to dispatch, along with making sure that the postmaster has all the correct 

laminates on display and understands how to use them. 

• The team challenge PO on errors found and have been successful in removing 

these errors. These include data which has been credited to the incorrect mail 

bag, duplicate errors and where the errors were identified incorrectly due to the 

expertise of Royal Mail’s (RM) revenue protection team. The team also supports 

members by raising concerns about mails operational processes not working, miss 

guidance by RM and other issues affecting members. The team also support the 

NFSP in providing information and evidence to challenge the payments being 

made to postmasters for the new Evri and DPD carriers. 

• Due to the success of the support given to members with mails segregation in 

October 2023, the team was expanded by an additional three part-time members. 

This has allowed the team to take on additional work to support members with 

PUDO. The initial priority is supporting members with Amazon. Many offices have 

been identified as being at risk of losing their Amazon services due to processes 

not being followed correctly. From visiting postmasters, the team have found that 

most of these errors have occurred because branch opening/closing hours were 

incorrect, the Amazon device/connectivity wasn’t working as it should or there was 

a gap in knowledge in the transaction processes. Through our support to members, 

PO has seen a 50% improvement in the volume of postmaster branches that were 

at risk of losing their Amazon service.

22 NFSP 

NFSP 23 





Retail & Commercial 

An overview 

The NFSP retail and 

commercial function 

has experienced another 

significant year, notably 

since the introduction of 

the Retail Health Check 

option in early 2023. 

The retail support 

provided has been widely 

used by postmasters 

with different levels of 

experience. This support 

assists new postmasters 

in establishing a retail 

business and also helps 

postmasters who want to 

prepare their businesses 

for sale or improve their 

current retail offerings. 

The retail team provides 

support and advice 

to members. They 

have expanded their 

commercial activity and 

the product categories 

of the retail partner 

portfolio to include the 

convenience sector. 


Over the past year, 

Amanda Pedley, NFSP 

Senior Retail Advisor, 

has played a significant 

role in developing and 

expanding the support 

provided to members. She 

works closely with suppliers 

to help them understand 

more effective ways of 

collaborating for the 

benefit of our members. 

Several new suppliers have 

been onboarded, with 

more scheduled to join 

throughout 2024. 

“ 

Over the years 

Amanda has been 

an absolute gem. 

She has come up 

with some cracking 

ideas that have 

transformed my retail 

proposition. I would 

highly recommend 

a visit from Amanda 

any day of the week, 

she definitely knows 

about retail trends 

and what’s new and 

upcoming. 

Craig Greenhalgh – 

Burscough Bridge PO 

“ 

We have contacted all 

Post Office Regional 

Managers to attend their 

regional meetings. This 

will allow Amanda to 

build relationships with 

all the Post Office Area 

Managers and inform 

them about the retail 

support provided by the 

NFSP. By collaborating 

with postmasters, we aim 

to enhance post office and 

retail sales, leading to a 

more efficient approach 

in growing our members’ 

businesses. 

The data and feedback 

from the members whom 

Amanda supported 

has been collated. This 

will help the Retail 

Team develop a better 

understanding of 

postmasters’ needs and 

requirements, leading to 

improved support looking 

ahead to the new year. 

We are dedicated to 

helping our members 

take advantage of the 

opportunities offered by 

the NFSP Retail Support 

Team. We aim to assist 

anyone who feels they 

could benefit from 

retail support, advice, 

and recommendations 

based on our extensive 

experience working with 

postmasters. 

35% increase in support requests. 

From 82 in January 2022 to December 2022 to 111 in January 2023 to December 2023. 

85% of the returned retail support feedback surveys received 5-star 

ratings. While 15% gave 4-star ratings, resulting in an average rating of 4.8 out of 5. 

• The Retail Event at the NFSP Annual Conference in May 2023 included both a 

Retail Show and a Retail Exhibition. The exhibition featured 20 NFSP retail partners 

representing a wide range of product categories. Keynote speakers from the retail 

industry were in attendance, and postmasters shared best practices with delegates 

regarding their own retail businesses 

• During the Retail Event Amanda Pedley created a video presentation and staffed 

a retail support stand at the Retail Exhibition. This provided an opportunity for 

postmasters to have face-to-face discussions about their retail needs. As a result, we 

received the highest number of requests for retail support in a single month, with a 

total of 36 requests in May. 

• After attending several retail shows like The Spring Fair at the NEC, the Harrogate 

Gift and Home Fair, and the GCA Annual Conference in Leeds, we attracted the 

interest of more suppliers who wanted to become retail partners with the NFSP. 

As a result, the NFSP was able to provide its members with more retail offers. 

• We have developed a strong relationship with one of our key retail partners, IPS. 

As a result, IPS now has a better understanding of the most popular products in 

many post offices, enabling them to enhance and expand their product range more 

effectively. This will allow our members to access a wider range of products from a 

single supplier with one invoice covering multiple product categories. 

• Launching a second edition of our NFSP Retail Partner Directory, delivering 

members easy access to our full list of our trusted retail partners. 

Retail partner directory 

Retail Exhibition

24 NFSP 

NFSP 25 




Public Affairs 

An overview 

The NFSP Public Affairs 

Manage, Ruth Buckley- 

Salmon, is responsible for 

explaining postmaster 

issues and concerns with 

external stakeholders, 

identifying and lobbying 

key legislators, organising 

political events, attending 

parliamentary debates 

and collating research 

to provide meaningful 

insights into concerns 

raised. 


• The formation of the 

Oversight Committee. 

• Collating data regarding 

how the NFSP helps 

membership. 

• Submitted the NFSP 

response to Ofcom’s call 

for input about changes 

to the postal sector 

and met with relevant 

external stakeholders on 

agreeing a way forward. 

• Collation of research 

insights from the 

member survey to gain 

a long-term overview of 

the network. 

• Engagement with 

politicians, which is of 

particular importance 

in the run up to the 

General Election. 

• Use political and media 

monitoring tools to keep 

up to date with external 

events that could 

impact the network, 

and convey these to the 

membership. 

• Continue to work with 

Marion Fellows MP on 

the PO APPG. 

• Attending the Post 

Office Inquiry on key 

dates, and administering 

the Rule 9 requests for 

documentation and 

further information. 

• Attending monthly 

meetings with the NET 

PO team to ensure 

oversight of current 

issues, concerns and 

changes within the 

Network. 


• Organised the NFSP 

DVLA petition with 

100,000 signatures. 

Press generated helped 

the DVLA services 

decision to be 

overturned. 

• Organised postmaster 

engagement sessions 

with politicians in 

Holyrood and the 

Senedd. 

• Arranged for Rushanara 

Ali MP (Shadow 

Investment and Small 

Business Minister) 

and Lord Sikka to 

attend and speak at 

the Strategic Partners 

Conference. 

• Wrote and prepared 

the draft Oversight 

Committee proposal 

for the NFSP CEO 

to present to key 

politicians when PO’s 

governance started to 

be questioned. 

• Collated data from 

the Directors Log and 

Remuneration Survey 

to gain insight into 

member concerns 

and issues. This 

informs meetings with 

Government, PO and 

external stakeholders. 

• Continued 

engagement with 

existing and new 

stakeholders. 

• Public Affairs news 

and event updates 

for the NFSP website. 

Parliamentary Northern Ireland 

Engagement Day, Westminster 

Delivering the signed DVLA petitions to 

10 Downing Street.

26 NFSP 

NFSP 27 


Sue 

Edgar 

NET CHAIR, 

NED 

NORTH EAST 

Tim 

Boothman 

NFSP 

NATIONAL 

CHAIR & 

NED 

NORTH WEST 

Wendy 

Burke 

OPERATIONS 

OFFICER & 

NET 

FACILITATOR 



Negotiation and 

Engagement Team 

An overview 

The Negotiation and 

Engagement Team 

(NET) is chaired by Sue 

Edgar, Non-Executive 

Director North East 

and facilitated by NFSP 

Operations Officer 

Wendy Burke. The team 

for 2023/24 was NFSP 

CEO Calum Greenhow, 

NFSP National Chair 

Tim Boothman and 

Board members: Sue 

Jude, Mohammad Sajid 

and Jim McCafferty. 

The team reflect a wide 

range of offices and 

office types and work 

tirelessly to achieve 

improvements for 

postmasters. 

The NET meet 

monthly with Post 

Office Ltd (PO) senior 

management, and 

on an ad hoc basis 

to discuss important 

issues including, 

but not limited to, 

remuneration, New 

Branch IT (NBIT), 

Mails, ATM issues and 

postmaster support. 


• The NET continues 

to challenge the 

Restrictions Policy 

particularly in the 

light of the changing 

retail environment and 

with Drop & Collect 

outlets being allowed 

to continue with their 

current products, 

which are subject to 

restrictions under the 

postmaster contract. 

This is creating a twotier 

network. 

• We continue to push 

PO and the relevant 

companies to expand 

their PUDO services 

to all offices in the 

network to ensure any 

loss of income through 

Royal Mail can be 

recouped. We are also 

focused on the lack of 

provision of carriers in 

Northern Ireland and 

are continually working 

with PO to find a 

solution. 

• Remuneration is 

discussed on a 

monthly basis which 

includes but is not 

restricted to product 

payments and back 

office work. 


• The NET successfully 

promoted and 

facilitated the DVLA 

campaign resulting in 

government extending 

the contract. 

• Worked with the 

PO Branch Hub 

team to implement 

improvements in 

accessibility and 

management 

information. 

• Liaised closely with the 

Major Incident and 

Problem team, which 

included: 

• Fortnightly updates 

• Regular meetings on 

known problems within 

Horizon 

• Input on priority of fixes 

necessary. 

• Project Copperstop: 

The NET challenged 

PO on the postmaster 

having to bear the cost 

of supplying the phone 

required on changeover 

to fibre. The desk phone 

is now fully funded for 

£52.52 and the portable 

phone is available for 

the discounted rate of 

£125.68 (full price minus 

£52.52). The NFSP’s 

view is that whilst 

the contract states a 

postmaster provides 

a phone, this was in 

relation to an analogue 

phone and it was up to 

the postmaster as to the 

cost they were prepared 

to pay for a landline 

phone. However, this 

situation is entirely 

different due to the 

contract PO has with 

its supplier, meaning 

the postmaster cannot 

select a phone of their 

choice. The PO contract 

with their supplier, 

means the postmaster 

is restricted to a desk 

phone or an expensive 

portable phone. The 

NFSP believe that PO 

should provide the 

phones. And given a 

desktop phone will not 

suit the needs of most of 

our members, a portable 

is required. 

• We are working with PO 

on the new Auto stock 

rem process which is 

extremely important and 

will significantly reduce 

errors in branch. 

• Travel services: 

Renewed pressure to 

ensure branches with 

competition nearby 

are offered enhanced 

rates to allow them 

to compete in the 

marketplace. Particular 

focus was on Northern 

Ireland due to the border 

exchange challenges. 

Calum 

Greenhow 

NFSP CEO 

Mohammad 

Sajid 

NED SCOTLAND 

Sue 

Jude 

NED WALES/CYMRU 

Jim 

McCafferty 

NED N. IRELAND

28 NFSP 

NFSP 29 




Compliance and 

Network Support 

An overview 

900 phone 

calls or enquiries from 

members, where we 

have provided advice 

and support with: 

• Contracts 

• Transfer of office 

• Hard to Place 

• Historical Shortfall 

Scheme 

• Discrepancies 

Wendy Burke and 

Keith Richards, 

NFSP Annual Conference 2023 

The Compliance and 

Network Support 

Advisor plays a key role 

interfacing with Post 

Office Ltd (PO), NFSP 

members, board and 

staff, whilst also dealing 

with major issues 

including Network 

Transformation, 

Historical Shortfall 

Scheme (HSS), Hard 

to Place, Service and 

Support and new post 

offices. 

The role collaborates 

closely with the 

Network Engagement 

Facilitator for ongoing 

training and support 

of Branch and 

Regional Secretaries, 

plus development 

of the Advocacy 

Representation Project 

for members who have 

contractual issues with 

PO. 

Keith Richards has 

worked for the NFSP 

for more than eight 

years in different 

capacities. After 

dealing with Network 

Transformation and then 

working for the Mails 

Segregation Team, Keith, 

who ran his own post 

office in Glynneath for 22 

years, took on his current 

role four years ago. 



meetings 

• We are aware that 

members are not 

getting information as 

quickly as we would 

like through both 


meetings despite 

the support and 

investment the NFSP 

put into this group two 

years ago. A trial will 

begin in three Regions 

in July with a new 

format, and this role 

has been advertised in 

those regions. 


• Information has 

been gathered 

about the Network 

Transformation 

programme and 

the concern that 

postmasters were 

coerced into changing 

contracts when they 

did not have enough 

information to make 

a logical decision. We 

have engaged the 

services of Howe + Co 

Solicitors to ascertain 

whether there is a case 

to answer. 

If anyone believes they 

have been affected by this 

programme, then please 

click on the link below and 

complete the form, which 

will enable us to collate 

information and find a way 

forward. 

https://forms.office.com/e/ 

g7CdQse5ms 

Alternatively you can 

email: NFSP@Howe.co.uk 

A podcast about Network 

Transformation has been 

produced with Howe + Co 

which can be viewed by 

clicking here. 

• It is imperative that a 

collaborative working 

relationship exists 

between PO and the 

NFSP. We need to 

support each other 

to ensure issues that 

postmasters are 

experiencing are heard 

and solutions are 

worked to resolve them. 

Only then will the 

relationship between 

postmaster and PO 

improve. 


• Advocacy 

Representation Project 

helping a number of 

postmasters who are in 

dispute with PO. 

• Compensation 

payment to Hard to 

Place offices. With 

NFSP representation, 

changes to criteria such 

as extending the cutoff 

for new applicants 

were put in place. PO 

recognised that they 

“had taken their foot of 

the gas” since 2018 in 

trying to find a Potential 

New Postmaster. 

The result being that 

colleagues left without 

provision due to an 

enforced reduction in 

compensation and their 

communities without 

a post office provision. 

Steerco meetings have 

taken place between 

the NFSP and PO when 

a postmaster has raised 

a concern. This is not 

something the NFSP 

will give up on. 

• We continue to have 

input into PO’s policies 

and will continue to 

work with them to 

ensure that they are 

fair and reasonable for 

both parties. 

• Monthly meetings 

with the HSS and 

regular updates 

to ensure that any 

postmaster query can 

usually be answered. 

• Strong working 

relationship with 

the PO onboarding 

team allowing us to 

provide support to 

postmasters who’s 

application is stuck 

in the system. Once 

the case is raised, we 

receive weekly updates 

until the case has been 

completed.

30 NFSP 

NFSP 31 



Communications 

An overview 

The NFSP 

Communications Team 

keeps members updated 

on work the NFSP is 

doing on their behalf, 

shares information, 

advice, and best practice, 

and highlights how 

important post offices are 

to communities around 

the United Kingdom. 

Members are kept 

updated through our 

flagship publication 

The SubPostmaster 

magazine, the weekly 

email newsletter, our 

social media channels, 

podcast, regional and 

national meetings, and 

our website. 


• Review of The 

SubPostmaster 

magazine’s content and 

design. This will include 

focus groups with 

members to gain their 

input and feedback to 

help inform the work. 

• With the new 

communications 

team in place, we will 

focus on reviewing 

and developing the 

NFSP communication 

strategy. 

• We will be undertaking 

an NFSP brand review, 

to determine if it still 

resonates with our 

target audience and 

communicates who we 

are. 

• Supporting postmasters 

with digital marketing. 

• We will continue to 

develop the Postmaster 

Ponderings blog and 

encourage different 

postmasters to share 

their thoughts and views. 

• The structure and 

format of regional and 

national meetings will be 

reviewed to encourage 

as much engagement as 

possible. 

• Following on feedback 

from the Conference ’24 

breakout sessions we 

will share postmasters’ 

skillsets and success 

stories across our 

communications so 

members can consider 

new and different ideas. 

• Continue to tell the story 

of real life experiences 

of postmasters who 

demonstrate a benefit 

to their communities 

through the podcast. 

• At the forefront of 

our work is keeping 

postmasters updated 

and informed about 

news and events within 

the post office network. 



• Branding and communications for the NFSP Annual Conference & Retail Event 

2023 included the design of a conference identity, marketing and event materials, 

alongside a video presentation showcasing NFSP communications. 

• The Take That Step campaign was launched in May ‘23 in response to concerns 

from members that footfall to post offices was decreasing because of the 

availability of online postage. The campaign aimed to encourage the public to 

refrain from purchasing online postage and to instead visit their local post office. 

A campaign toolkit was created for postmasters, providing promotional materials 

for use on social media and in-store. Due to the campaign's popularity, a refreshed 

campaign toolkit with a festive theme was relaunched in December. 

• The NFSP launched a petition campaign to prevent the government from 

removing DVLA services from post offices. This incorporated a campaign identity 

and promotional materials, which were shared across our communication 

channels and then by our wider membership. The campaign gained significant 

press coverage across the UK and the petition received around 100,000 signatures 

and was delivered to 10 Downing Street in November. In March, it was announced 

that DVLA services would remain in post offices on a rolling one-year contract. 

• The email newsletter was rebranded as The SubPostmaster Weekly in the new 

year. This aligns it with The SubPostmaster magazine but provides members with 

more frequent and immediate news updates. A new regular ‘comment column’ 

was also introduced, featuring a different NFSP representative each week to 

showcase the work they do and how it benefits members. These columns are 

shared on our social media channels, including LinkedIn, which has experienced a 

350% growth over the past year. 

• After the ITV drama Mr. Bates vs The Post Office aired, there was a public backlash 

with people threatening to boycott post offices. In response, the NFSP launched 

the LoveYourLocalPostOffice campaign, encouraging the public to continue 

supporting their local post office. The campaign included PR, MP letter templates, 

and a marketing toolkit that provided postmasters with materials to use on social 

media and in-store. 

• We launched the podcast The Post Report: Stories from the post office network 

with episodes about issues such as Hard to Place and the Network Transformation 

Programme - both have received several thousand views on our YouTube channel. 

• Up-to-date resources are available on our website www.nfsp.org.uk, which 

is continuously updated with the latest news from across the network and 

dedicated pages for post office and retail support. Visits to the website increased 

throughout the period from April 2023 to April 2024 compared to the previous 12 

months. The number of users on the website increased by 126% to 43,000, and the 

number of views on the website climbed by 80% to 144,000.

32 NFSP 

NFSP 33 



Practical support for 

members 

An overview 


The NFSP offers a wide 

range of support for its 

members; expert mails 

and mails segregation 

support, retail support, 

preferential deals with a 

range of retail partners, 

member representation 

in negotiations with 

Post Office Ltd (PO) and 

contractual disputes 

with PO, plus public 

affairs representation 

with MPs and external 

stakeholders. In addition 

to this is the work we do 

on behalf of members 

to offer practical 

support and perks we 

call member benefits. 

These take many forms 

including a range of 

discounts and offers and 

the ability to seek help 

and advice through the 

NFSP helpline. 

Many postmasters are 

small-business people, 

often sole traders, and 

with limited access to 

resources which could 

help them with the dayto-day 

running of their 

business. 

With this in mind the 

NFSP works with expert 

HR provider HR:4UK 

to support members 

with their needs as an 

employer, for example 

offering support with 

managing staff and 

general HR advice. 

NFSP members can also 

access a (free) NFSP 

Relief Scheme, managed 

by HR:4UK which helps 

postmasters find cover 

for the running of their 

post office if they need 

to take time off for any 

reason. 

The NFSP believes it 

is important to save 

members, their team and 

their families valuable 

time and money. We 

do this through the 

NFSP+ scheme which 

is accessible via the 

member area of our 

website and features 

discounts on everything 

from everyday essentials 

to entertainment and 

health and fitness. This 

year we have focused on 

increasing the promotion 

of these member 

benefits through email 

newsletters, Facebook 

and The SubPostmaster 

magazine. 

Protecting members is 

also a key focus, and we 

have purchased a range 

of insurance policies 

which are offered free to 

members. These include 

tax, VAT investigations 

and personal theft. 

We also have arranged 

free legal advice for 

members on legal 

matters related to your 

business, through a third 

party Lyons Davidson 

Solicitors. 

Knowing that looking 

after your mental health 

is really important, we 

have worked with NFSP+ 

to provide members 

with free access to the 

Health e-Hub app and 

online portal from the 

UK’s largest Employee 

Assistance Programme 

provider, Health Assured. 

This includes resources, 

webinars, videos plus help 

with stress management. 

There is also a free 

confidential helpline. 

In times of need members 

can turn to the NFSP 

Benevolent Fund, an 

independent charity 

supporting members 

by granting temporary 

assistance to past and 

present postmasters, 

their spouse/ partner and 

dependent children who 

have fallen on hard times. 

This can include cases of 

domestic distress, severe 

illness and bereavement.

34 NFSP 

NFSP 35 



Looking forward to 

the year ahead 

As the focus now turns 

to the year ahead, the 

governance of Post 

Office Ltd (PO) remains 

a huge talking point. 

Back in 2010, the 

intention of the NFSP 

was for the business to 

be mutualised and a plan 

was devised for how that 

could be structured but 

PO’s perilous position in 

regard to cultural stability 

and the foundations to 

move forward suggests 

now is not the right time. 

However, there is 

a requirement for 

significant change in the 

governance structure 

of PO as a business. 

Mutualisation is a 

solution when the time 

is right, but I believe if 

PO was mutualised on 

the 31 May, it would be 

bankrupt by 1 June. 

An Oversight Committee 

is the way in which the 

governance of PO can 

be improved. It would 

not remove the need 

for a Board or senior 

management but would 

ensure a greater level of 

governance that has so far 

been lacking and led to 

the events of the past. 

The key aims would 

be to challenge the 

strategy of PO, work with 

government and PO 

to secure the future of 

the network, ensure the 

government uses the 

power it has to improve 

the culture at PO and 

to rebuild trust in the 

brand, and to ensure PO 

achieves the goals of the 

long-term strategy. 

Another key area that we 

want to work on this year 

is to link NFSP Directors 

with Product Directors 

of PO, and we want to 

involve members in this. 

The aim will be to bring 

postmasters insight 

into the strategic 

planning of the Product 

Directors across areas 

such as banking, mails, 

travel, cash and stock 

management and the 

development of NBIT. 

The NFSP Director will 

work with a small group 

of postmasters and then 

liaise with the PO Product 

Director in that area, 

before a synopsis is fed 

back to the network. 

We also want to improve 

the number and the 

content of Branch and 

Regional meetings. We 

have to make sure it is 

worth your time attending 

these meetings, which 

are held to offer support, 

training, and develop a 

sense of community. But 

we know online meetings 

are easier for some, when 

travel is an issue so we 

plan to hold more hybrid 

meetings. 

For regions where there is 

not a Regional Secretary, 

we will trial a Regional 

Coordinator role, aiming 

to increase engagement 

with members throughout 

regions. 

Our Advocacy Team is now 

fully functioning, and we 

aim to increase awareness 

of this service, across the 

network. We hope no one 

needs the team, but there 

will be help and support 

available on a confidential 

basis for anyone who 

requires it. 

Operational Excellence will 

start in September, but 

this is only the start of the 

process to work with PO to 

drive down costs and share 

in the savings. Our aim is 

to make sure that you are 

properly remunerated for 

the work you do, and with 

your help, there will be 

more available than the 

potential £16m currently 

on offer. 

Discussions have begun 

regarding the NFSP’s 

future beyond 2030. The 

Commercial Strategy 

Project will be guided 

by experienced business 

consultants Grant 

Thornton, and members 

will be updated as the 

project develops over the 

coming months. 

Finally, I cannot ignore 

the Inquiry and you need 

to be aware just how 

intrinsic to the coming 

year it is to everything. 

Phases five and six are 

planned to finish at the 

end of July with a break in 

August before hopefully 

concluding in September 

with Phase seven. 

Sir Wyn Williams will then 

take time to consider and 

write his report before it 

is published. How long 

that will take is pure 

speculation, but I fully 

expect this next financial 

year to March 2025 to be 

dominated by the Inquiry. 

We have to ensure nothing 

like this happens again. 

We need to accept that 

there were those within 

the NFSP who looked at 

this situation through the 

wrong end of the telescope 

and therefore collectively, 

To review our NFSP financial statements, year end 2023, 

please click here. 

we need to apologise to 

our former colleagues 

who today are victims. 

This is why our culture 

has to be right today so 

that together we can 

promote the interests of 

postmasters and ensure 

that collectively we enjoy 

the kind of relationship 

with PO in the future 

that we deserve. 


NFSP Chief Executive 

Officer

National Federation 

of SubPostmasters 

Evelyn House 

22 Windlesham Gardens 

Shoreham-by-Sea 

West Sussex 

BN43 5AZ 

Phone 

01273 452324 

Email 

admin@nfsp.org.uk 

Website 

www.nfsp.org.uk 

The NFSP is a company limited by guarantee (company number 9771284 England).

National Federation of SubPostmasters Annual Review 2024

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