Maintaining Focus and Accelerating Growth The Postal Service has adopted a structured management process — Delivering Results, Innovation, Value and Efficiency (DRIVE) — to improve business strategy development and execution against our major goals. It’s sponsored by the Postmaster General with direct oversight from the ELT. This process is based on a well-established methodology used by many corporations to apply strategic and financial rigor to decision-making, and to navigate through significant organizational changes. This structured approach to organizing operational and management activities facilitates cross-functional dialogue and collaboration, provides streamlined reporting and accountability, and incorporates measurement, analysis and evaluation of a portfolio of strategic initiatives. In FY2015, progress was tracked through a detailed reporting system and reviewed every two weeks by the ELT. We continue to make improvements to our governance processes using industry best-practice approaches to ensure successful outcomes. The DRIVE portfolio of initiatives is dynamic and changes as priorities and resources require, and as programs are completed or adjusted based on external events. These initiatives support Postal Service corporate-wide goals as shown in the FY2015 DRIVE Portfolio of Initiatives table. In FY2015, the Postal Service focused on the implementation of a portfolio of 17 strategic initiatives to meet its ambitious performance and financial goals. To date, the DRIVE portfolio has been able to drive significant revenue and cost-savings measures through our initiatives to make a positive impact on the Postal Service financial outlook in FY2015 and beyond. The strategic initiatives identified for FY2015 were designed to respond to the changing environment of the Postal Service moving from a solely economic model to a model focusing on change, improvement and increasing our competitiveness to increase revenue generation. We continue to refine and grow our initiatives to best serve the overall needs of the Postal Service. To that end, the FY2015 DRIVE Portfolio of Initiatives table demonstrates our changes to the portfolio since FY2014. The changes to our initiatives can be categorized by the following five actions: 1) New — Initiative has been created in FY2015 to address an emerging business need. 2) Continued — Initiative continued into FY2015 with minimal changes from FY2014. 3) Closed — Initiative was closed as a result of a completed activity or change in business need. 4) Refined — Initiative was refined to reflect the current business situation and to achieve greater alignment with organizational goals. 5) Combined — Initiative was combined with a similar DRIVE initiative(s) to more accurately reflect the current business situation and provide greater alignment organizationally. (See following table.) FY2015 DRIVE Portfolio Initiatives   Corporate Goal Strategies FY2014 Initiatives Change Year Over Year FY2015 Initiatives Service Optimize the Value of Infrastructure Optimize Network Operations Continued Optimize Network Operations Optimize Delivery Operations Continued Optimize Delivery Operations Transform Access Continued Transform Access Optimize Facility Footprint Continued Optimize Facility Footprint Build a World-Class Package Platform Continued Build a World-Class Package Platform New Modernize Delivery Customer Experience Improve Customer Experience Improve Customer Experience Continued Improve Customer Experience Leverage Technology to Drive Business Value Streamline Commercial Mail Acceptance and Enterprise Payment Business Innovation Through IT Achieve 100% Product Visibility Combined Leverage Technology and Data to Drive Business Value Financial Grow Revenue from Innovation, Core Products and Markets Manage Funnel and Launch Innovations Establish the Digital Platform Refined Accelerate Innovation Customer Growth and Retention Refined Sales Excellence Market New and Existing Services Closed Grow Small Business Revenue Closed New International Competitiveness Strengthen Financial and Risk Management Capabilities Obtain PCI Compliance Continued Obtain PCI Compliance (Closed Q2) Achieve 100% Customer and Revenue Visibility Continued Achieve 100% Customer and Revenue Visibility Enhance Enterprise Risk Management Capabilities Closed Revenue Assurance Continued Revenue Assurance Greenfield Costing Continued Greenfield Costing Workplace Build Competitive Workforce of the Future Building the Workforce of the Future Continued Building the Workforce of the Future New Building an Integrated Human Resource System