U.S. Postal Service FY2015 Results and FY2016 Targets for Corporate-wide Goals The Postal Service has established a core set of enduring goals that provide a guide for all our strategic initiatives and continuous improvement efforts: Deliver High-Quality Services Provide Excellent Customer Experiences Ensure a Safe Workplace and an Engaged Workforce Sustain Controllable Income These goals not only serve to guide how we measure corporate performance, but form the foundation of our employee pay-for-performance system. Service is measured by transit time with regard to mail. Customer insights are based on a composite set of measurements, which taken together, present an improved view of customer satisfaction. The new survey metrics are both relational- and event-based. Financial performance is evaluated using operating income and deliveries per hour. Occupational Safety and Health Administration (OSHA) Illness and Injury rates and the Gallup Q12 Employee Engagement Survey, known internally as the Postal Pulse Survey, are used to assess the workplace environment. With intricate metrics established to track performance and report results, leadership is able to continuously monitor and identify specific opportunities to improve operations and the workplace environment. FY2015 performance results and targets for FY2016 are provided in the following table. U.S. Postal Service FY2015 Results and FY2016 Targets for Corporate-wide Goals   Goal Measure FY2016 Target FY2015 Actual FY2015 Target FY2014 Actual FY2014 Target FY2013 Actual FY2013 Target FY2012 Actual FY2012 Target Deliver High-Quality Service (% on-time) Single-Piece First-Class Mail Overnight1 N⁄A 95.55 96.80 96.00 96.80 96.14 96.70 96.48 96.65 Two-day 96.50 93.28 96.50 94.90 96.50 95.26 95.10 94.84 94.15 Three-to-Five-day 95.25 76.56 95.25 87.70 95.25 91.60 95.00 92.29 92.85 Presort First-Class Mail Overnight 96.80 95.74 96.80 97.00 96.80 97.20 96.70 96.80 N⁄A Two-day 96.50 93.56 96.50 96.40 96.50 97.00 95.10 95.70 N⁄A Three-to-Five-day 95.25 87.78 95.25 92.20 95.25 95.10 95.00 95.10 N⁄A First-Class composite2 96.00 89.64 96.00 94.11 96.00 N⁄A N⁄A N⁄A N⁄A Standard composite3 91.00 89.58 91.00 90.09 91.00 N⁄A N⁄A N⁄A N⁄A Provide Excellent Customer Experiences) (%)4 CEM composite (2011–2013) N⁄A N⁄A N⁄A CEM Sunset CEM Sunset 78.40 82.50 79.00 82.00 Residential (2011–2013) N⁄A N⁄A N⁄A CEM Sunset CEM Sunset 82.00 85.00 82.50 85.00 Small⁄medium business (2011–2013) N⁄A N⁄A N⁄A CEM Sunset CEM Sunset 76.40 81.00 77.17 81.00 Customer Insights5 86.70 85.73 86.70 Baseline Baseline N⁄A N⁄A N⁄A N⁄A Business Service Network (BSN) N⁄A 94.32 N⁄A Baseline Baseline N⁄A N⁄A N⁄A N⁄A Point of Sale (POS) N⁄A 86.28 N⁄A Baseline Baseline N⁄A N⁄A N⁄A N⁄A Delivery N⁄A 77.49 N⁄A Baseline Baseline N⁄A N⁄A N⁄A N⁄A Customer Care Center N⁄A 76.00 N⁄A Baseline Baseline N⁄A N⁄A N⁄A N⁄A Ensure a Safe Workplace and Engaged Workforce) OSHA illness and injury rate6 6.05 6.55 5.10 6.68 5.10 5.63 5.20 5.44 5.72 Voice of the Employee Survey (%) N⁄A N⁄A 65.10 65.01 65.10 64.70 64.95 64.70 64.90 Sustain Controllable) Income7 Deliveries per Hour (calculated rate)) 42.00 41.50 42.40 42.00 42.90 41.60 42.70 41.00 42.20 Net Controllable Income (Loss) ($ in billions) 0.10 1.19 1.10 1.35 1.10 (1.00) (2.00) (2.40) (3.00) 1 In FY2016 the service performance target for Overnight Single-Piece First Class Mail was removed due to the service standard changes of 2015. 2 For FY2015 the service performance target will be a combination of Single-Piece First-Class and Commercial First-Class performance for an aggregate of overnight, Two-day and Three-day service. 3 For FY2015 there is a service performance target that is a combination of Standard Mail destination entry for Sectional Center Facility (SCF) letters and National Distribution Center (NDC) letters and flats. 4 In FY2013 the Customer Experience Measurement (CEM) was replaced with a refined Customer Insights (CI) measurement system as the key measure of customer experience for our National Performance Assessment (NPA) system and our employee Pay for Performance System (PES). Last year served as the baseline measure for this new metric and compensable targets were established for FY2015. 5 Customer Insights is a corporately approved and compensated composite performance measure. Targets for the four subcomponent categories of Customer Insights (BSN, POS, Delivery, and Customer Care Centers) are set and compensated at unit level. 6 Injury and illness rate is calculated using an industry-wide formula recommended by OSHA: Total number of OSHA injuries and illnesses (multiplied by 200,000 hours divided by the number of exposure hours worked by all employees). The 200,000 hours represent 100 employees working 2,000 hours per year. It provides the standard base for calculating incidence rates. 7 FY2014 targets adjusted to reflect deferral of Network Rationalization, Phase 2.