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:

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)