GRI Content Index

This GRI G4 content index contains supplemental information about our organization and services. We report data in accordance with GRI G4 Core, which means we disclose information on the general organization and strategy indicators, as well as select indicators on economics, environment, human rights, labor, society and product responsibility based on those significant aspects identified through our stakeholder engagement group. We use only publicly available resources to prepare this report and include information that improves the transparency of our sustainability reporting against GRI. GRI guides users to evaluate disclosures that reflect the organization’s significant economic, environmental and social impacts that influence stakeholders and are material to the organization. The following table contains the GRI G4 content for our sustainability report, including the recommended core general disclosures as well as the economic- and social-specific standard disclosures that aligned with the eight material aspects ranked significant by our stakeholder group. For each GRI G4 disclosure, the table provides a reference (page number, website or description) to the source of our data.

 

GRI #

Description

Reference⁄Response

STRATEGY AND ANALYSIS

G4-1

Provide a statement from the most senior decision-maker of the organization (such as CEO, chair or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability.

Page iii, Statement from the Postmaster General and Chief Sustainability Officer section.

(Page 6 of 72, USPS 2015 Annual Report to Congress)

ORGANIZATION PROFILE

G4-3

Report the name of the organization.

United States Postal Service (Page 1 of 83, USPS 2015 FORM 10K)

G4-4

Report the primary brands, products, and services.

The Postal Accountability and Enhancement Act of 2006, Public Law 109-435 (PAEA), made revisions to the Postal Reorganization Act of 1970 (PRA) and established the Postal Regulatory Commission (PRC), endowing it with regulatory and oversight obligations.

We operate and manage a very extensive and integrated retail, distribution, transportation and delivery network. Although PAEA divides our services into market dominant and competitive services, we monitor revenue by mail classes and weights, and we operate as a single segment throughout the United States and its possessions and territories. (Page 3 of 83, USPS 2015 FORM 10K)

G4-5

Report the location of the organization’s headquarters.

475 L’Enfant Plaza SW
Washington, DC 20260
202-268-2000
(Page 1 of 83,
USPS 2015 FORM 10K)

G4-6

Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report.

Priority Mail Express International and Priority Mail International services provide an affordable option for our retail and business customers for much of their shipping needs to over 180 countries. (Page 5 of 83, USPS 2015 FORM 10K)

In 2015, the Postal Service expanded our Commercial Outbound ePacket service to Brazil. It’s now available to 28 countries. Ongoing bilateral agreements for 2015 exist with Canada Post, Australia Post, PostNL (Netherlands), China Post Group, Hong Kong Post and KoreaPost. (Page 60 of 72, USPS 2015 Annual Report to Congress)

G4-7

Report the nature of ownership and legal form.

The Postal Service is established under the provisions of the PRA, Public Law 91– 75, 84 Stat. 719, as amended by PAEA, Public Law 109–435, 120 Stat. 3198, as an independent establishment of the executive branch of the government of the United States (39 Code of Federal Regulations [CFR] 221.1), under the direction of a Board of Governors, with the Postmaster General as chief executive officer. In accordance with the provisions of the PRA, the Postal Service has a mandate to offer a “fundamental service” to the American people “at fair and reasonable rates.” (Page 3 of 83, USPS 2015 FORM 10K)

G4-8

Report the markets served (including geographic breakdown, sectors served and types of customers and beneficiaries).

Page 1, Our Business section.

Additionally, the Postal Service serves individuals and commercial customers in the communications, distribution and delivery, advertising and retail markets throughout the nation and internationally. As a result, we maintain a very diverse customer base and are not dependent upon a single customer or small group of customers. (Page 3 of 83, USPS 2015 FORM 10K)

Although USPS operates as a single segment, we monitor revenue by mail classes and weights. Market dominant services account for approximately 76 percent of our annual operating revenues. Such services include, but are not limited to, FirstClass Mail, Standard Mail, Periodicals and certain parcel services. Price increases for these services are generally subject to a price cap based on the Consumer Price Index for All Urban Consumers. (Page 57 of 72, USPS 2015 Annual Report to Congress)

Competitive services, such as Priority Mail, Priority Mail Express, Parcel Select and Parcel Return Service, and some types of international mail, have greater pricing flexibility and are commonly referred to as “Shipping and Package Services.” Prices for competitive services are set by our Board of Governors, which has responsibilities comparable to the Board of Directors of a publicly held corporation, and reviewed by the PRC for legal compliance. Prices for competitive services increased an average of 3.5 percent in May 2015, 2.4 percent in January 2014 and 8.1 percent in January 2013. (Page 4 of 83, USPS 2015 FORM 10K)

G4-9

Report the scale of the organization

Page 1, Our Business section.

Additionally, USPS products and services are sold by approximately 32,000 Post Offices, stations and branches, plus a large network of Contract Postal Units, Community Post Offices, Village Post Offices, commercial outlets that sell stamps and services on our behalf, and through our website http:⁄⁄www.usps.com

. Mail deliveries are made to approximately 155 million city, rural, PO Box and highway delivery points. Operations are conducted primarily in the domestic market, with international revenue representing approximately 4 percent of operating revenue for the year ended Sept. 30, 2015. (Page 4 of 83, USPS 2015 FORM 10K)

G4-10

Total workforce by employment type, employment contract and region.

The Postal Service tracks this information; however, data is not publicly available. Additional information concerning specific strategies and progress toward strategic goals are also not publicly available.

G4-11

Percentage of employees covered by collective bargaining agreements.

Chapter 9 of the ELM is dedicated to labor relations and discusses labor organizations in detail. The ELM discusses that each employee has the right to form, join or assist a labor organization, and that no interference, restraint, coercion or discrimination to encourage or discourage membership in such an organization shall be effected. (Pages 819 – 866, Employee and Labor Relations Manual, Chapter 9 – Labor Relations)

Collective bargaining agreements cover approximately 91 percent of career employees and include provisions governing work rules while providing for general wage increases plus cost of living adjustments linked to the Consumer Price Index – Urban Wage Earners and Clerical Workers. The agreements include provisions limiting USPS ability to reduce the size of the labor force and restrict the number of non-career employees. (Page 6 of 83, USPS 2015 FORM 10K)

G4-12

Describe the organization’s supply chain.

Page 10, Acquisitions and Suppliers section.

Additionally, the Postal Service measures service performance in terms of speed and reliability as part of our commitment to deliver high quality service to customers. Of particular focus are First-Class Mail overnight, two-day and three-to-five-day services, which are among the most widely used mail categories. Individual consumers, small businesses and larger commercial firms all rely on First-Class Mail, which comprises nearly all parts of the Postal Service’s operations and supply chain, from collection boxes and retail counters to final delivery. (Page 17 of 72, USPS 2015 Annual Report to Congress)

Supply Management identifies strategies to expand supply chain sustainability. The details of these new initiatives, plans and policies are not publicly available.

G4-13

Report any significant changes during the reporting period regarding the organization’s size, structure, ownership or its supply chain.

Page 10, Acquisitions and Suppliers section.

Additionally, no significant changes during the reporting period occurred regarding the Postal Service’s size, structure or ownership. In terms of our supply chain, we awarded 2,000 air transportation service lanes in nine international regions while reducing the overall cost of these services in 2015. While the United States accounts for 45 percent of the global market in cross-border shopping, our offerings are limited. Supply Management and Global Business are working together to bring the Global eCommerce Marketplace online, positioning the Postal Service to become more competitive in providing these services. The Postal Service is recognized as a leader in multicultural business opportunities and the Supplier Diversity program continues to strengthen our competitiveness in the marketplace. (Page 54 of 72, USPS 2015 Annual Report to Congress)

In 2015, the Postal Service had contract commitments that exceeded $4.5 billion with small businesses, $527 million with minority businesses and $766 million with women-owned businesses. (Page 54 of 72, USPS 2015 Annual Report to Congress)

G4-14

Report whether and how the precautionary approach or principle is addressed by the organization.

The Postal Service adheres to a precautionary approach when it comes to the environment. While USPS is not required to meet all of the federal sustainability requirements in Executive Order 13423 and Executive Order 13514, we voluntarily comply when organizationally beneficial. (Page 24 of 28, Strategic Sustainability Performance Plan) Environmental compliance reviews are also the foundation of our compliance programs and the mechanism to implement several national strategies. These reviews are conducted at our high-environmental-risk facilities (sites with mail processing, vehicle maintenance, regulated underground storage tanks [USTs] and other significant permits⁄plans) on a three-year cycle. (Page 63 of 72, USPS 2015 Annual Report to Congress)

The Postal Service also has a Strategic Sustainability Performance Plan and Climate Change Adaptation Plan in place, along with many environmental related initiatives through the Office of Sustainability, to respond to environmental related challenges.

G4-15

List externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or which it endorses.

The Postal Service prepared three GHG inventories, each in one of the following protocols:

Exective Order 13693 — Planning for Federal Sustainability in the Next Decade, along with our federal peers.

International Post Corporation Environmental Measurement and Monitoring, with our postal peers across the world.

The Climate Registry — a North American nonprofit that sets standards for GHG reporting in a single registry of private and public entities. This information is available online at https:⁄⁄about.usps.com⁄what-we-are-doing⁄green⁄news⁄wearegreen.htm.

G4-16

List memberships of associations (such as industry associations) and⁄or national⁄international advocacy organizations.

Universal Postal Union

International Post Corporation

The Climate Registry

This list is just a representative sample of memberships and associations.

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17

List all entities included in the organization’s consolidated financial statements or equivalent documents.

Report whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report.

The organization can report on this Standard Disclosure by referencing the information in publicly available consolidated financial statements or equivalent documents.

§ 221.1 39 CFR Ch. I (7–1–14 Edition)

221.2 Board of Governors.

221.3 Office of Inspector General.

221.4 Corporate officers.

221.5 Headquarters organization.

221.6 Field organization.

AUTHORITY: 39 U.S.C. 201, 202, 203, 204, 207, 401(2), 402, 403, 404, 409, 1001; Inspector General Act of 1978 (Pub. L. 95–452), 5 U.S.C. App. 3.

(Page 30 – 33 of 338, GFR 2006, Title 39, Vol I, Chapter I)

G4-18

Explain the process for defining report content and the Aspect Boundaries.

Page iv, About The Report section.

Additionally, the stakeholder engagement section of this report further describes the determination of materiality, prioritization of aspects identified and ranking of aspects, and identifies the stakeholders engaged in the reporting process. The scope of the report is defined broadly by operational control. Operational controls include sorting, processing, moving mail, maintaining mail delivery vehicles and conducting administrative tasks within the United States and its territories. Unlike previous versions of the framework, GRI G4 does not include ratings or in accordance levels. GRI G4 also emphasizes materiality; G4 Guidelines require organizations to disclose all material aspects of operations and provides a generic set of disclosures on management approaches. USPS employs the G4 Guidelines to disclose our impacts on climate change, health, safety and other issues while introducing goals and disclosing pertinent information.

G4-19

List all the material Aspects identified in the process for defining report content.

Starting on Page 15, Materiality Matrix section identifies all material aspects identified in this report.

G4-20

For each material Aspect, report the Aspect Boundary within the organization. Report any specific limitation regarding the Aspect Boundary within the organization.

Starting on Page 15, Materiality Matrix section. All aspects identified in this report are material within the organization.

G4-21

For each material Aspect, report the Aspect Boundary outside the organization.

Report any specific limitation regarding the Aspect Boundary outside the organization.

All aspects identified are not considered material outside of the organization.

G4-22

Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.

Not applicable for this report period.

G4-23

Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

Page iv, About The Report section.

This is the initial year for Postal Service reporting under GRI G4; therefore, there are no updates from previous GRI G4 submissions. In the future, the Postal Service will disclose significant changes from previous reporting periods. The remainder of this report investigates key topics according to USPS long-term organizational and financial strategy initiatives in accordance with the G4 Guidelines.

STAKEHOLDER ENGAGEMENT

G4-24

Provide a list of stakeholder groups engaged by the organization.

Page 13, Employee Engagement section and

Starting on Page 15, Stakeholder Engagement section.

In addition to stakeholders group identified in this report, we are dedicated to transparency and effectively communicating to our numerous stakeholders in everyday operations. Key among these stakeholders are the commercial and residential customers whom we serve, legislators and regulators who provide oversight and ensure transparency and performance, and employees who deliver world-class service. The Postal Service works closely with our mailing industry partners through many venues because their success is also the Postal Service’s success. (Pages 14, & 37 of 72, USPS 2015 Annual Report to Congress)

G4-25

Report the basis for identification and selection of stakeholders with whom to engage.

Page 13 Employee Engagement section and

Starting on Page 15, Stakeholder Engagement section.

The Postal Service Consumer and Industry Affairs group is responsible for USPS customer interaction and support for individual consumers, small businesses, large corporations and commercial mailers. Postal Service management also interacts with industry professionals through the National Postal Forum. (Pages 37, 38 of 72, USPS 2015 Annual Report to Congress)

G4-26

Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

Starting on Page 15, Stakeholder Engagement section.

Additionally, USPS engages stakeholders specifically on supplying practices. After identifying the key supplier stakeholders, the Postal Service performs a stakeholder mapping exercise using an influence⁄impact matrix. This is available online at: https:⁄⁄about.usps.com⁄manuals⁄spp⁄html⁄spp1_010.htm.

G4-27

Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns.

Starting on Page 11, Workplace Environment section and

Page 13, Employee Engagement section and

Starting on Page 15, Stakeholder Engagement section.

Additionally, the Postal Pulse survey is also used as part of communications on how USPS is responding to employees’ views, thoughts and suggestions, although they are not available to the public. Survey questions are research-based and have proven to be statistically valid and reliable over time for measuring employee engagement and the relationship to key business indicators. (Page 20 of 72, USPS 2015 Annual Report to Congress)

REPORT PROFILE

G4-28

Reporting period (such as fiscal or calendar year) for information provided.

Fiscal year 2015 performance beginning Oct. 1, 2014, and ending Sept. 30, 2015.

G4-29

Date of most recent previous report (if any).

May 2015

G4-30

Reporting cycle (such as annual, biennial).

Annual

G4-31

Provide the contact point for questions regarding the report or its contents.

United States Postal Service
Office of Sustainability, Room 2801
475 L’Enfant Plaza SW
Washington, DC 20260-4233

sustainability@usps.gov

G4-32

Report the ‘in accordance’ option the organization has chosen.

Report the GRI Content Index for the chosen option.

Report the reference to the External Assurance Report, if the report has been externally assured. GRI recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines.

The Postal Service is reporting in accordance with G4 Core content index. External assurance is not being pursued for 2015.

G4-33

Report the organization’s policy and current practice with regard to seeking external assurance for the report.

This report was prepared in accordance with the GRI G4 Guidelines. In defining the content, USPS followed a process of establishing priorities based on determining material sustainability aspects for USPS (includes economic, social and environmental impacts) and reporting against aspects that are determined as significant to USPS.

GOVERNANCE

G4-34

Report the governance structure of the organization, including committees of the highest governance body.

dentify any committees responsible for decision-making on economic, environmental and social impacts.

USPS is governed by an 11-member board composed of nine governors appointed by the president of the United States with the advice and consent of the U.S. Senate, the Postmaster General and the Deputy Postmaster General. (Page 64 of 83, USPS 2015 FORM 10K)

ETHICS AND INTEGRITY

G4-56

Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

Our mission is to provide a reliable, efficient, trusted and affordable universal delivery service that connects people and helps businesses grow. Our vision is dedicated to improving our services, products and capabilities to adapt to the changing needs of customers in the digital age. (Page 14 of 72, USPS 2015 Annual Report to Congress)

All USPS employees must comply with the Standards of Ethical Conduct for Employees of the Executive Branch. The standards are published in 5 CFR Part 2635 and cover prohibitions and restrictions on acceptance of gifts, conflicting financial interests, the obligation of all employees to perform their duties impartially, restrictions on the misuse of government positions, restrictions on certain outside activities and other ethical obligations. Certain high-level employees are also subject to the Senior Financial Managers’ Code of Ethics. Both codes can be found on the Postal Service’s website at: https:⁄⁄about.usps.com⁄manuals⁄elm⁄html⁄elmc6_026.htm & https:⁄⁄about.usps.com⁄who-we-are⁄financials⁄senior-financial-managers-code-of-ethics-2010.pdf.

ECONOMIC

G4-EC1

Direct economic value generated and distributed.

Page 6, Financial Impacts and Risks section and

Page 14, Serving the Community section.

Additionally, USPS 2015 operating costs totaled $73.83 billion and compensation and benefits expenses totaled $47.52 billion. The Postal Service has significant transactions with foreign countries via payables and receivables, with $498 million in payables and accrual expenses to foreign countries. Financial transactions broken down by country are not publicly available. Operations are conducted primarily in the domestic market, with international revenue representing approximately 4 percent of operating revenue for the 2015 fiscal year. The total revenue for the Postal Service was $68.93 billion in 2015, while employing more than 491,000 career employees and 130,000 non-career employees. (Pages 21, 39 of 83, USPS 2015 FORM 10K)

The Postal Service incurred a net loss of $5.06 billion in 2015 and has incurred net losses of $56.8 billion since 2007. Major factors contributing to losses include USPS requirement to prefund retiree health benefit obligations and the ongoing decline in First-Class Mail volume caused by changes in consumers’ and businesses’ uses of mail. As a result, the Postal Service does not have sufficient funds to meet our existing legal obligations, pay down debt and make critical investments in its infrastructure. (Page 46 of 83, USPS 2015 FORM 10K)

USPS debt consists of fixed-rate notes and two revolving credit facilities with various maturities with an aggregate principal balance of $15.0 billion as of Sept. 30, 2015, and Sept. 30, 2014. The two revolving credit facilities have interest rates determined by the U.S. Department of Treasury each business day and enable the Postal Service to draw up to $4 billion annually. As of Sept. 30, 2015, these facilities were fully drawn, have maturity dates of April 19, 2016, and are included in the current portion of debt in the balance sheets. Net cash used in financing activities for FY 2015 was $62 million, consisting primarily of cash payments on capital lease obligations. (Page 33 of 83, USPS 2015 FORM 10K)

G4-EC2

Financial implications and other risks and opportunities for the organization’s activities due to climate change.

Page 2, Environmental Compliance section and

Starting on Page 6, Climate Change Adaptation section.

Additionally, the Postal Service’s climate change adaptation steering and working groups consider rebuilding costs, downtime, equipment loss, employee safety and other significant cascading effects resulting from climate change. While the Postal Service recognizes the potential increased operating expenses associated with climate change (increased infrastructure, fleet, weather-related costs, etc.), we currently do not provide quantitative estimation of those impacts across the organization. However, the steering and working groups prioritize climate change risks, opportunities and associated costs during decision-making processes. (Pages 7, 11-15 of 17, 2014 Climate Change Adaptation Plan)

There may be future opportunities for the Postal Service to assist federal, state, and local climate change resiliency efforts across the nation via a wide range of products and services. For example, our Every Door Direct Mail® product could be utilized to assist community efforts to communicate with specific neighborhoods on climate change issues. (Page 16 of 17, 2014 Climate Change Adaptation Plan)

LABOR PRACTICES AND DECENT WORK

G4-LA2

Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation.

Starting on Page 11, Workplace Environment section.

Additionally, employees can reference the ELM for a full description of their benefits. USPS employee benefits are equal for full-time and part-time career employees, except in the category of leave practices. The Postal Service offers annual and sick leave — 13 days of annual leave per year for the first three years, increasing to 20 days per year after three years of service, and to 26 days per year after 15 years of service. In addition, full-time employees earn three hours per pay period as insurance against loss of income due to illness or accident. Annual and sick leave is prorated based on paid hours for part-time employees. Postmasters, supervisory and managerial employees, and non-career employees converted to those positions who have no prior federal or USPS service that is creditable toward the leave computation date, receive 10 days of annual leave per year for the first five years, increasing to 15 days per year after five years, and to 20 days per year after 15 years. In addition, employees earn three hours per pay period as insurance against loss of income due to illness or accident. Annual and sick leave is prorated based on paid hours for part-time employees. This information is available online at https:⁄⁄about.usps.com⁄careers⁄working-usps⁄benefits.htm.

G4-LA5

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

Page 12, Health, Safety, And Welfare section.

Additionally, USPS takes initiatives to ensure a safe work environment for its employees. For example, the Postal Service National Joint Labor Management Safety Committee established a methodology for assessing the effectiveness of district safety committees during the test period, and provides quarterly evaluation reports and recommendations to the American Postal Workers Union president and the Postal Service vice president of Labor Relations. Additionally, there is a Joint Labor-Management Safety Committee and Joint Labor-Management Ergonomics Committee at USPS Headquarters, and a Joint Labor-Management Safety and Health Committee at each postal installation with 50 or more employees. These installation committees are monitored by the local area and district Executive Safety and Health Committees, which assist in implementing safety initiatives and facilitating communication. (Pages 90, 91 of 534, APWU Contract 2010-2015)

A list of recognized organizations include National Postal Professional Nurses, Rural Letter Carriers Association and International Association of Machinists. Supervisory and managerial organizations include National League of Postmasters of the United States and National Association of Postal Supervisors. These groups help USPS employees organize ideas and help provide supportive and productive work environments for Postal Service workers. This information is available online at: https:⁄⁄about.usps.com⁄strategic-planning⁄cs08⁄chpt3-pg29.htm.

G4-LA6

Type of injury and rates of injury, occupational diseases, lost days and absenteeism, and total number of work-related fatalities, by region and by gender.

Page 12, Health, Safety, And Welfare section.

Additionally, USPS not only works to create a safe and secure workplace environment, but also strives to ensure the health, safety and wellness of our employees. The Postal Service sets injury and illness rate goals each year using an industry-wide formula recommended by the Occupational Safety and Health Administration (OSHA). This formula is: total number of OSHA injuries and illnesses multiplied by 200,000 hours (representing 100 employees working 2,000 hours per year) divided by the number of exposure hours worked by all employees. According to our annual report, in 2015 USPS set a target OSHA illness and injury rate of 5.10 per year, with a 2015 actual rate of 6.55 injuries⁄illnesses per year. (Page 16 of 72, USPS 2015 Annual Report to Congress)

The Postal Service Safety Performance Management division uses a safety toolkit to track minor injuries, injury rate, occupational disease rate, lost day rate, absentee rate and fatalities for USPS employees and contractors. However, the data from the Safety Toolkit is not publically available.

G4-LA8

Health and safety topics covered in formal agreements with trade unions.

Page 12, Health, Safety, And Welfare section.

Additionally, the USPS and the American Postal Workers Union, American Federation of Labor and Congress of Industrial Organizations (AFL-CIO), agree that it is in their mutual interest to have an effective health and safety program. To that end, the parties agreed to maintain district safety committees in each area. Under a 2010 pilot program, district safety committees were phased in with management members selected by the district manager or designee. Now a fully functional organization, district safety committees meet quarterly and may request special meetings. (Page 356 of 534, APWU Contract 2010-2015)

A major component of the Postal Service workplace violence prevention program is the Headquarters, Areas and Districts Threat Assessment Teams (TAT). This workplace violence prevention program depends on a universal zero tolerance policy statement and a consistently implemented action plan for threat and assault management to provide the foundation for establishing a violence-free workplace. The Postal Service continuously revises the TAT program with advances in workplace violence prevention. TATs are also instrumental in preparing for and preventing a terrorist attack. While the likelihood of an attack is small, USPS works to ensure we’re prepared for and can recover from an act of terrorism. USPS has instituted emergency preparedness plans, including bioterrorism preparedness and response plans, and employs the Postal Inspection Service to monitor mail and prevent safety threats. These measures help create a safe and secure workplace environment. For more information: http:⁄⁄about.usps.com⁄postal-bulletin⁄2011⁄pb22312⁄html⁄updt_010.htm.

G4-LA12

Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity.

Page 11, Diversity and Equal Opportunity Initiatives section.

Additionally, USPS tracks our employees’ demographic metrics including age, race and percentage of employees with disabilities. However, this information is not publically disclosed. USPS governance workforce composition is not tracked in unique metrics. However, diversity has always been a shared value across the organization, demonstrated through the Diversity and Inclusion program applicable to all positions, including governance bodies.

PRODUCT RESPONSIBILITY

G4-PR5

Results of Surveys Measuring Customer Satisfaction.

Page 9, Customer Satisfaction section.

The Postal Service is dedicated to delivering excellent customer experiences as measured by the Customer Insights (CI) measurement system, which provides a view of customers’ experience across frequently used contact channels. These channels or touch points include Business Service Network, point of sale, delivery (residential and businesses), and Customer Care Center. The experiences from all touch points are weighted and aggregated to develop a national composite score. USPS set a target CI score of 86.70 percent and ended FY 2015 with a composite score of 85.73 percent. Additional results of the CI survey include:

(Page 19 of 72, USPS 2015 Annual Report to Congress)

G4-PR8

Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.

Page 7, Data Security section.

Additionally, data related to specific incidents of breaches of customer privacy is not publicly available.

Trademarks

The eagle logo, the trade dress of USPS packaging, the letter carrier uniform, trade dress of the round top collection box and the postal truck and the following word marks are among the many trademarks owned by the United States Postal Service®: First-Class™, First-Class Mail®, Forever®, Intelligent Mail®, P.O. Box™, Post Office™, Priority Mail®, Priority Mail Express®, Priority Mail Express International®, Priority Mail International®, Standard Mail®, United States Postal Inspection Service®, United States Postal Service®, U.S. Mail®, U.S. Postal Service®, USPS®, USPS BlueEarth™, USPS Mobile®, usps.com®, ZIP+4® and ZIP Code™.

Additional trademarks: Be The Match Registry®, Forest Stewardship Council®, Global Reporting Initiative™, Sustainable Forestry Initiative®, The Climate Registry®.

Year References: All references to a specific year refer to the Postal Service fiscal year (FY) ending Sept. 30. However specific month and year references pertain to the calendar date.