DOCSLIB.ORG

Annual Report Norway Post 2008 Key Figures Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

2008 annual report norway post 2008 Key fIguRes Contents Key figures 2008 In 2008 Norway Post had a facelift and the green Norway Post grouP 2008 2007 2006 2005 2004 Bring brand was launched in Scandinavia. But it operating revenues (MnoK) 28 663 26 810 23 273 19 995 17 959 EBIT (MNOK) 361 1 080 1 313 1 155 1 257 is the people behind the brand that provide its government procurements (MnoK) 326 316 Share of revenue from licensed area 12,5 % 13,1 % 15,0 % 18,3 % 20,8 % Revenues from foreign subsidiaries (MnoK) 7 428 6 240 4 153 1 727 1 443 content. Our employees live to deliver and find Total parcel volume Posten Norge AS (million) 35,0 32,1 30,7 31,3 29,2 total letter volume Posten norge As (million) 2 598 2 687 2 752 2 654 2 586 new ways. Together we are stronger as we move Development A and B mail (0,7 %) (0,3 %) (0,8 %) (5,8 %) (7,0 %) Delivery quality A-priority mail (% delivered overnight) 87,1 % 85,1 % 82,4 % 86,7 % 87,5 % Machine-sorted, small letters 84 % 80 % 80 % 82 % 81 % forward into the future. Dag Mejdell, CEO Machine-sorted, all letters 70 % 66 % 64 % 61 % 59 % Employees (full-time equivalents) as at 31 December 25 851 24 870 22 272 20 541 21 373 no. of sales outlets (post offices/Post in shops) 1 479 1 487 1 501 1 523 1 529 Customer satisfaction with the sales network (points, max. 100) 84 83 83 81 80 norway Post’s reputation, % with a «good Impression» (MMI) 55 % 54 % 59 % 56 % 50 % Contents 01 02 03 04 Chief executive officer's report 4 Report of the Board of Directors 12 Mail segment 36 Corporate governance 48 Business concept, vision and goals 6 Key financial figures 30 Logistics segment 40 Market report 52 organisation 8 Income statement 31 It segment 44 environmental report 56 Balance sheet 32 Hse report 60 Cash flow statement 33 statement of changes in equity 34 notes to the accounts 64 Auditor's report 124 1 01 highlights highlights Historic milestones Important events in 2008 Future events 1647 The Danish governor in Norway, Hannibal January April July October 2009 Sehested, establishes the postal service. Early in January is made known that all Competition for Scandinavia heats up. It Norway Post makes changes to post town In the proposed national budget for 2009 April: Bring Express, Bring Logistics and PNL will Christmas mail had arrived on time. This becomes known that Posten Sweden and names and postal codes. 4200 households no funds are allocated for state purchases open a new shared terminal and warehouse in Co- 1719 The state assumes responsibility for Postverket. meant that quality was far better than Post Denmark have signed a Letter of and 440 companies receive a new postal of unprofitable postal services. penhagen. previous Christmas. Intent to merge. address in 2008. Such changes are carried 1854 Norway Post is involved in establishing the first out once a year. August: Bring is to arrange «Dialogkonferansen» railway line from Christiania to Eidsvoll. The Rail Trans- 2008 will be a year of environmental focus CityMail is expanding in Sweden, and Norway November 2008 in Strömstad. port Law of 1848 states that mail should be carried by in many areas, and one of the measures is Post now covers more households in Swe- August Norway Post and Postkom agree to relo- train and that postal stations should be located in train to transport more goods via the railway den than in Norway. Over 220 Norway Post employees have cate eight distribution units to the South September: ErgoGroup is to arrange its 2009 IT stations. network. completed New Basic Training – and the Eastern Norway terminal at Robsrud which conference in Tønsberg. A Scandinavian website for all employees in programme is bearing fruit. It has been is to open in 2010. 1855 The first Norwegian stamp is issued. the Group is launched, known as Infolink. found that the employees who have had Bring Logistics is to arrange its «Load» conference February such training have become even better at in Oslo. 1871 A new Postal Services Act introduces a simplified The Government gives its approval for Nor- their jobs. December price system with a domestic postage rate, post boxes way Post to reorganise its sales network. May The Group prepares for a major reorganisa- November: Bring Express will take delivery of new at post offices and mailboxes at the addressees' doors. This means that 124 Post offices will be The Owner's Statement is discussed by tion of various IT systems at the beginning environmentally-friendly vehicles. converted to Post in Shops. Approximately Parliament. Parliament is satisfied with September of 2009. Over the next two years a compre- 1903 The first franking machine was put into use. It 650 employees in the Sales and service developments in Norway Post and the The Group launches Bring and the new Nor- hensive IT upgrade programme will result in December: Employees of Bring Logistics and Norway was a Norwegian invention. network will be affected by the changes. Scandinavian strategy, but sections of the way Post logo. Together they will represent better interaction between different parts Post are to have completed their Environmentally Conservative party want privatisation and two distinct brands. Bring is for the Scandi- of the Group. Friendly Driving Licence. 1952 New Mailbox Act stipulates that every household All subsidiaries are to have the same green full competition. navia corporate market and Norway Post is should have a mailbox. coloured profile, with the exception of the for the private market in Norway. The Norwegian Parliament decides that the IT subsidiary ErgoGroup. Norway Post within «No thank-you» arrangement for unaddres- 2010: 1968 Postcodes introduced for handling large volumes Norway will continue to be red. June The new manager of the Distribution sed direct mail advertising is to continue. January: New central third-party warehouse for of post. Norway Post is to sell terminals to be able network, Tore K. Nilsen, states that the divi- Eastern Norway opens in Berger outside Oslo. to free up capital that can be used for sion is to be reorganised into eight regions. 1995 Statens Datasentral (SDS) is bought by Norway March further growth. The premises that are February: New South Eastern Norway terminal for Post, merged with Norway Post's Datasentral and The Spinnaker project is launched. This is a sold will be leased back, and operations will letters opens at Robsrud outside Oslo. renamed Posten SDS (now ErgoGroup). profitability programme designed to reduce continue as before. costs and increase revenues, so that the November: Conversion of 124 Post offices to Post in 2000 Norway Post's plans for reorganisation of post Group is better equipped to meet future Shops completed. offices to in-store post offices is approved by the challenges. Norwegian Parliament. 2011: 2002 The Norwegian parliament converts Norway Post January: Liberalisation of the letter market in the EU. into a limited company on 1 July: Posten Norge AS. 2 3 01 Chief exeCutive OffiCer Chief exeCutive OffiCer Proud of the new look group CeO Dag Mejdell could finally reveal the new brand on 5 september. the relationship between the traditional Posten and Nordic Bring could be seen immediately. TogeTher. Posten and Bring are really two sides of the same coin. The more than NOK 1.2 billion in 2008 and made up 26 per cent of the Group’s red Posten is there for the Norwegian people, as it has been for more than revenue. 360 years. The new brand Bring shows the entire range of the Norway Post «This share is rising steadily,» adds Mejdell. Group’s products and services for companies in the Nordic region. There will be more acquisitions if there are good companies which fit «It was a great pleasure to be able to show the two brands together. This in with the Nordic focus. Norway Post has ensured long-term financing by shows the entire breadth in our postal and logistics services. Now it’s much raising new loans for NOK 3 billion in 2008. simpler for customers to see what we can do for them. That wasn’t so easy «It’s cheaper to buy companies now than it was a year ago, but the focus to explain when we had around 20 brands. So the time was ripe to tidy in 2009 will be on steering the Group through a year that will be strongly things up and gather together under one common brand aimed at corpo- affected by the financial crisis,» says Mejdell. rate customers,» says Mejdell. The fall in volumes and pressure on prices will put pressure on margins. The demand for CompeTiTive abiliTy. The result of the com- outsourcing services such as warehousing and pany’s acquisitions was a number of different IT operations may, however, increase. brands which were not associated with Nor- «The greatest challenges will come from way Post. This concealed Norway Post’s overall e-mail and electronic alternatives to traditional breadth and range of services. letter and banking products. The fact that the «We now have much more impact than be- EU letter market will be liberalised in 2011 and fore, and our customers can see the coherence competitors will gain access to Norway will in what we do. The same has happened within 40% intensify these challenges,» states Mejdell. the Group. The launch of Bring has triggered Did you know that... Around 40 percent of the energy and enthusiasm among the employees.
Recommended publications
  • Review of Postal Users' Needs: 2020 Report

    Review of Postal Users' Needs: 2020 Report

    Review of postal users’ needs An assessment of whether the minimum requirements of the universal postal service reflect the reasonable needs of the users of postal services in the United Kingdom Review of postal users’ needs – Welsh overview Publication Date: 26 November 2020 Contents Section 1. Overview 1 2. Introduction and background 5 3. Market and USO context 10 4. Overview of user research findings 23 5. Delivery frequency 41 6. Speed of delivery, quality of service, tracking and additional services 65 Annex A1. International context and experiences 83 A2. Legal Framework 92 A3. Market research methodology 96 A4. Estimating impacts on user benefits 98 A5. Cost methodology 109 A6. Revenue methodology 126 A7. Glossary 132 1. Overview Ofcom has undertaken a comprehensive review of the needs of postal users across the UK, to see if the requirements placed on Royal Mail reflect what people and businesses need today. We have looked in detail at how satisfied people and small businesses are with the current postal service, and what alternatives would meet their needs. This document explains our findings. The universal postal service is relied upon by millions of people and businesses across the UK. As the postal regulator, our goal is to make sure postal users benefit from a universal service that meets their needs. In doing so we also consider whether the service is sustainable and efficient. The minimum requirements of the universal service are set out in legislation. These include requirements on Royal Mail to deliver letters six days a week and parcels five days a week, at an affordable and geographically uniform price to every address in the UK.
  • PIP – Market Environment PIP – Pressure

    PIP – Market Environment PIP – Pressure

    Bernhard BukovcBernhard Bukovc The New Postal Ecosystem PIP – market environment PIP – pressure Mail volumes Costs Political expectations Organization ICT developments Market expectations Competition PIP – mail volumes > 5 % < 5 % + Post Danmark Deutsche Post DHL China Post Poste Italiane Australia Post Luxembourg Post Correos Swiss Post Itella Le Groupe La Poste Austria Post Hongkong Post PTT Turkish Post Correios Brasil Pos Indonesia Posten Norge NZ Post Thailand Post India Post Singapore Post PostNL Japan Post PIP – parcel volumes - + Mainly due to domestic Average growth rates per year economic problems (e.g. a between 4 – 6 % general decline or lower growth levels of eCommerce) PIP – eCommerce growth 20 - 30 China, Belgium, Turkey, Russia, India, Indonesia 15 – 20 % 10 - 20 Australia, Italy, Canada, Germany, Thailand, France, US online retail sales 0 - 10 Japan, Netherlands, annual growth until 2020 Switzerland, UK PIP – opportunities PIP – some basic questions What is the role of a postal operator in society ? What is its core business ? PIP – some basic questions What is the postal DNA ? PIP – bringing things from A to B PIP – intermediary physical financial information B 2 B 2 C 2 C 2 G PIP – challenges PIP – main challenges • Remaining strong & even growing the core business • Diversification into areas where revenue growth is possible • Expansion along the value chain(s) of postal customers • Being a business partner to consumers, businesses & government • Embracing technology PIP – diversification Mail Parcel & Financial Retail IT services Logistics & Telecom Express services freight PIP – value chain Sender Post Receiver PIP – value chain mail Sender Post Receiver Add value upstream Add value downstream • Mail management services • CRM • Printing and preparation • Choice • Marketing • Response handling • Data etc.
  • 2013 Annual Report Cultivating Collaboration Delivering More Value Iris Corporation Berhad (302232-X)

    2013 Annual Report Cultivating Collaboration Delivering More Value Iris Corporation Berhad (302232-X)

    IRIS CORPORATION BERHAD (302232-X) 2013 ANNUAL REPORT Cultivating Collaboration Delivering more value IRIS CORPORATION BERHAD (302232-X) IRIS SMART TECHNOLOGY COMPLEX TECHNOLOGY PARK MALAYsiA BUKIT JALIL 57000 KUALA LUMPUR, MALAYsiA TEL +603 8996 0788 FAx +603 8996 0441 www.iris.com.my LiST OF CONTENTS CORPORATE REVIEW Corporate Profile ................................................................. 14 Profile of Directors .............................................................. 32 Corporate Structure ............................................................ 14 Key Management Team ...................................................... 38 Global Presence .................................................................. 15 Corporate Social Responsibility ........................................... 39 Chairman’s Statement ......................................................... 16 Calendar of Events .............................................................. 40 Operations Review .............................................................. 21 Statement on Corporate Governance ................................... 42 Group Financial Summary ................................................... 29 Audit Committee Report ...................................................... 48 Corporate Information ......................................................... 30 Statement on Risk Management and Internal Control ............ 52 Awards & Recognition ........................................................ 31 Statement of Directors’
  • ECM I EDB Ergogroup • Ephorte5 • Sikkerhetsarkiv • Avlevering / Deponering • Langtidslagring

    ECM I EDB Ergogroup • Ephorte5 • Sikkerhetsarkiv • Avlevering / Deponering • Langtidslagring

    EDB ErgoGroup KDRS samling – 20 november 2011 Ole Desalu Vold Løsningsansvarlig ePhorte Product Managment ECM 10.000 kompetente kolleger! Antall ansatte 9 661 Norway 5134 | Sweden 2347 | Finland 50 Danmark 100 | Kont. Europa 80 | Ukraina 950 India 1000 Kont. Europa Danmark 1 % 1 % Ukraina • 100 kontorer i Norden 11 % Norway • 12,4 MRD NOK Sweden 59 % 27 % • Børsnoter på Oslo Børs • Største aksjonærer; Finland 1 % • Posten (40%), Telenor 27,5%, Folketrygdfondet (4,7%), Odin (2%), Orkla (1,9%) IT tjenester Norden Company Market share Sterk posisjon i 1 IBM 13.3 % Norden 2 EDB ErgoGroup 7.9 % 3 Tieto 7.1 % • Nr. 1 i Norge med 32% 4 Logica 6.8 % markedsandel 5 HP 5.4 % • Nr. 4 i Sverige med 7 % markedsandel 6 CSC 3.2 % • Vekstpotensial i Sverige 7 Accenture 3.1 % gjennom komplementært 8 Fujitsu 2.8 % tjenestetilbud 9 Capgemini 2.2 % • Sterk kombinert 10 KMD 2.2 % tjenesteportefølje mot store bedrifter og SMB Kilde: IDC august 2010 Business Unit: Enterprise Content Management (ECM) Business Unit ECM Torgeir Strypet 4200 ECM ECM Public ECM Application ECM Private ECM Product Collaboration ECM ECM Sales Services Management Services Management Services Customer Service Geir Olav Aas Hanne Mette Gry-Helen Knut Magnus Espen Sjøvoll Odd-Henrik Bjørg Sørensen 4210 Janson Haraldsen Aasli 4240 Hansen 4249 4241 4242 4243 4290 Vi gir trygghet for framtiden • Offentlig sektor er svært viktig for EDB ErgoGroup • Over 500 kunder gir store muligheter til investeringer • Sak/Arkiv er kjernevirksomhet for dere og for oss • Både ePhorte og ESA videreføres som produkter! • Eksisterende utviklingsplaner følges • Vedlikehold og brukerstøtte videreføres • Helt nye portal-løsninger i tett samspill med Sak/arkiv Fusjonen gir nye muligheter • Raskere tilgang på ny funksjonalitet ved at vi gjenbruker det beste på tvers av applikasjonene (ePhorte og ESA) • Samlet kan vi dekke flere kunders behov • Informasjonsforvaltning og informasjonsstyring (ECM) er et satsingsområde for EDB ErgoGroup, og vi ønsker å bidra til at våre kunder utvikler seg på hele dette området.
  • Research for Tran Committee

    Research for Tran Committee

    STUDY Requested by the TRAN committee Postal services in the EU Policy Department for Structural and Cohesion Policies Directorate-General for Internal Policies PE 629.201 - November 2019 EN RESEARCH FOR TRAN COMMITTEE Postal services in the EU Abstract This study aims at providing the European Parliament’s TRAN Committee with an overview of the EU postal services sector, including recent developments, and recommendations for EU policy-makers on how to further stimulate growth and competitiveness of the sector. This document was requested by the European Parliament's Committee on Transport and Tourism. AUTHORS Copenhagen Economics: Henrik BALLEBYE OKHOLM, Martina FACINO, Mindaugas CERPICKIS, Martha LAHANN, Bruno BASALISCO Research manager: Esteban COITO GONZALEZ, Balázs MELLÁR Project and publication assistance: Adrienn BORKA Policy Department for Structural and Cohesion Policies, European Parliament LINGUISTIC VERSIONS Original: EN ABOUT THE PUBLISHER To contact the Policy Department or to subscribe to updates on our work for the TRAN Committee please write to: [email protected] Manuscript completed in November 2019 © European Union, 2019 This document is available on the internet in summary with option to download the full text at: http://bit.ly/2rupi0O This document is available on the internet at: http://www.europarl.europa.eu/thinktank/en/document.html?reference=IPOL_STU(2019)629201 Further information on research for TRAN by the Policy Department is available at: https://research4committees.blog/tran/ Follow us on Twitter: @PolicyTRAN Please use the following reference to cite this study: Copenhagen Economics 2019, Research for TRAN Committee – Postal Services in the EU, European Parliament, Policy Department for Structural and Cohesion Policies, Brussels Please use the following reference for in-text citations: Copenhagen Economics (2019) DISCLAIMER The opinions expressed in this document are the sole responsibility of the author and do not necessarily represent the official position of the European Parliament.
  • Årsrapport for POSTEN NORGE AS 2002

    Årsrapport for POSTEN NORGE AS 2002

    i går i dag årsrapport FOR POSTEN NORGE AS 2002 i morgen Innhold Konsernsjefen har ordet . 4-7 Konsument . 26-27 Forretningsidé, visjon og mål . 7 ErgoGroup . 28-29 Organisasjon . 8-9 Distribusjonsnett . 30-31 Styrets beretning . 10-17 Markedsbeskrivelse . 32-35 Nøkkeltall for konsernet . 18 Samfunnsregnskap . 36-37 Resultatregnskap . 19 Miljørapport . 38-39 Balanse . 20 Noter til regnskapet . 40-56 Kontantstrømoppstilling . 21 Revisjonsberetning . 57 Kommunikasjon . 22-23 Høydepunkter . 58-59 Logistikk . 24-25 innholdPOSTEN NORGE ÅRSRAPPORT - SIDE 3 Konsernsjefen Postens visjon Verdens mest fremtidsrettede postbedrift Visjonen uttrykker et ambisjonsnivå for Posten i et lengre tidsper- spektiv. Den er et bilde av hvordan vi ønsker at Posten skal bli opp- fattet. Visjonen skal skape en felles forståelse av Postens retnings- valg, samtidig som den skal være et ideal for alle oss som arbeider i har gjennomført lønnsoppgjør det ikke er Posten, og ikke minst, noe å strekke seg etter. realøkonomisk dekning for. Verdens gir uttrykk for at vi skal være ledende i verden innen vår De senere år har vi sett to store børs- bransje. Ingen postbedrift skal være bedre i sitt marked enn Posten noteringer av postselskaper i Europa. TPG er i Norge. Vi skal hente inspirasjon hos dem som g jør det best i vår (Nederland) ble børsnotert i 1998, og staten bransje, uansett hvor i verden de er virksomme. eier nå 34,8 prosent av aksjene. Deutsche Post Mest betyr i utvidet forstand at vi skal være best. Vi skal være den som vinner de lønnsomme konkurransene i markedet flest ganger. ble børsnotert i 2000, og den tyske stat eier Fremtidsrettet innebærer at vi til enhver tid ønsker å være i forkant 68 prosent av aksjene.
  • Touch N Go E Statement

    Touch N Go E Statement

    Touch N Go E Statement Antediluvian Horatio cards: he capturing his torchwood accusatively and incredibly. Davidde remains reptiloid after Heinz assumably.reconsecrates wham or empolder any briskness. Hypoglossal Jervis usually subintroduces some shriekers or celebrates In fact you are track start your Touch 'n Go usage online From the online statement you wanted know lord the transactions and pervasive you have. To some customers they are getting familiar with like use precise Touch 'n Go known as a. KUALA LUMPUR Being the relatively new base on the e-wallet block will Touch 'n Go eWallet shows that account means row by clinching the No. Touch 'n Go eWallet Reload PIN worth RM5 Tesco. PayDirect is usually feature creep can be enjoyed by users who have added their physical Touch 'n Go TnG card through their eWallet Once PayDirect is activated users. This standoff is under plus a statement. Want you can i know someone who was printed on. Would have a role in it be credited into tax time between you have different approach to register up card mainly purposed for. Carmel Central School grow A slow Page. Accept credit cards using online statement or risk, along plus customers in touch n does this page, please enter a product, students a clear picture. Workers compensation for your comments here for you. Tasty vegan recipes: just for your statement login page, they can go e statement login as they are few months. Touch 'n Go Card Registration & e-Statement Guest Member LOGIN rd. Touch 'n Go eWallet Boost offer 100000 merchant partners.
  • Summary of Consumer Feedback on the Draft Copper Withdrawal Code

    Summary of Consumer Feedback on the Draft Copper Withdrawal Code

    Project no. 13.07/16502 Public version Summary of consumer feedback on the draft Copper Withdrawal Code Date of publication: 6 August 2020 About this document This document summarises the feedback we received from consumers on our draft Copper Withdrawal Code. We published the draft Code on 20 May 2020 and invited consumers to tell us their views, including by completing an online feedback form that asked questions about some key aspects of the Code. Feedback closed on 17 July 2020 and overall 148 New Zealanders provided us with feedback. This document includes: • A foreword from the Telecommunications Commissioner; • A summary of the key themes from the feedback we received; • A copy of the information provided to consumers and the questions on the feedback form; and • A copy of each completed feedback form. We note that some of the feedback was marked as confidential, so we have removed these from this document, however all feedback has contributed to the key themes. Foreword Kia ora, Ngā mihi mo to whakaaro. Thank you for submitting your views on the draft 111 Contact and Copper Withdrawal Codes. These draft Codes are important for consumers: ➢ The draft 111 Contact Code ensures that vulnerable consumers, or persons on their behalf, have reasonable access to an appropriate way to contact the 111 emergency service in the event of a power failure. ➢ The draft Copper Withdrawal Code includes the minimum protections for consumers required by law that need to be met before Chorus can stop supplying copper phone and broadband services. The Code cannot stop the phasing out of the copper network, as New Zealand moves to fibre, but will help ensure a smoother transition between networks.
  • BERHAD (Company No

    BERHAD (Company No

    Serial No. 001 STRICTLY PRIVATE AND CONFIDENTIAL AMBANK (M) BERHAD (Company No. 8515-D) INFORMATION MEMORANDUM IN RELATION TO THE PROPOSED ISSUE OF, OFFER FOR SUBSCRIPTION OR PURCHASE OF, OR INVITATION TO SUBSCRIBE FOR OR PURCHASE OF UP TO RM 4.0 BILLION IN NOMINAL VALUE OF TIER 2 SUBORDINATED NOTES (“SUBORDINATED NOTES”) UNDER A SUBORDINATED NOTES PROGRAMME Principal Adviser/Lead Arranger/Lead Manager (Company No. 23742-V) This Information Memorandum is dated 16 December 2013 RESPONSIBILITY STATEMENT The directors of AmBank (M) Berhad (“AmBank”) have given approval for the issuance of an Information Memorandum (“IM”) relating to the issuance of tier 2 subordinated notes (the “Subordinated Notes”) pursuant to a Subordinated Notes programme of up to RM4.0 billion in nominal value (“Subordinated Notes Programme”). AmBank accepts full responsibility for the accuracy of the information contained in this IM. AmBank confirms that, to the best of its knowledge and belief: (a) this IM contains all information with respect to AmBank that is material in the context of the purpose for which this IM is issued; (b) the information and data contained in this IM are true, accurate and not misleading in all material respects; and (c) there is no material omission of any information and data from this IM. Enquiries have been made by AmBank to ascertain that all material facts have been disclosed and to verify the accuracy of all information and statements in this IM. ACKNOWLEDGEMENT AmBank hereby acknowledges that it has authorised AmInvestment Bank Berhad (“AmInvestment Bank” or “Lead Arranger/Lead Manager”) to circulate or distribute this IM on its behalf in respect of the issuance of Subordinated Notes pursuant to a Subordinated Notes Programme to prospective investors and that no further evidence of authorisation is required.
  • ERGP Summary of COVID-19 Measures in Postal Services

    ERGP Summary of COVID-19 Measures in Postal Services

    ERGP summary information on measures adopted for postal service in view of the COVID-19 outbreak Report 1 - Summary of answers In view of the COVID-19 outbreak, the ERGP is collecting information about measures adopted in the postal sector in view of the Covid-9 outbreak. ERGP is also collecting information regarding the operational and regulatory impact of the pandemic. Below you can find a summary of the information collected by ERGP members (updated until 21 April 2020). Table 1: Measures Country 1. Measures Implemented by: Government NRA USP and Providers Austria The whole country has been advised to reduce public The postal operators do operate normally, however deliveries are only made life to a minimum and the population as well as all to the door and any personal contact with the receiver shall be avoided. others who are presently in Austria, to urgently stay at Postal offices are open as usual, but there is a limit of three people to be home and to reduce any outdoor contact to a allowed to enter the store at the same time. minimum, as well as not to stay close to other persons. The postal operators advise strongly only to ship items when the acceptance Furthermore currently 4 smaller regions have been set by receivers is guaranteed, as they will be returned otherwise and the in quarantine (all of these are touristic areas). In these capacity for storage is limited. regions nobody may move out or in, except emergency Postal items for receivers, such as locked down companies shall not be sent services and food delivery.
  • Is Diversification the Answer to Mail Woes? the Experience of International Posts

    Is Diversification the Answer to Mail Woes? the Experience of International Posts

    Is Diversification the Answer to Mail Woes? The Experience of International Posts Final Report February 2010 Notice of Confidentiality and Non-Disclosure This document contains pre-decisional opinions, advice, and recommendations that are offered as part of the deliberations necessary to the formulation of postal policy. It is protected from disclosure pursuant to the Deliberative Process Privilege It also contains commercially sensitive and confidential business/proprietary information that is likewise protected from disclosure by other applicable privileges. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Accenture Diversification of International Posts 1 About this document This document was prepared by Accenture at the request of the U.S. Postal Service This report is based on a review of the experience of international posts with diversification outside of mail 1, complemented by Accenture’s postal industry experience and research. It was prepared with the intent to help inform discussions on the U.S. Postal Service future growth opportunities While looking at how other posts are responding to the growing decline in mail volumes provides valuable insights, this report does not intend to provide recommendations on the U.S. Postal Service specific situation In particular, the reasons for success or failures as experienced by others posts can be rooted in a wide range of factors, among which are: market conditions, the specific situation of a given post, or the effectiveness in executing their respective diversification strategies Therefore, while this report provides a collective overview of what other posts have done to grow their revenue outside of mail, it does not intend to provide an analysis of the U.S.
  • Association for Postal Commerce

    Association for Postal Commerce

    Association for Postal Commerce "Representing those who use or support the use of mail for Business Communication and Commerce" "You will be able to enjoy only those postal rights you believe are worth defending." 1800 Diagonal Rd., Ste 320 * Alexandria, VA 22314-2862 * Ph.: +1 703 524 0096 * Fax: +1 703 997 2414 Postal News for May 2013 May 31, 2013 Post & Parcel: Post Danmark suffered a massive IT network failure on Wednesday, which took out its track and trace system. The national postal operator in Denmark said the disruption to its communications systems also meant that customers were unable to contact customer service regarding their inability to track their packages. Despite the problems, the company insisted yesterday that it is now back to delivering letters and parcels on time. Post & Parcel: PostNL will be increasing its prices from the beginning of August, with the basic rate for a domestic letter rising 11% to 60c. The Dutch postal service said the rate increases are necessary to counter the impacts of the country’s 8-10% annual decline in mail volumes. Letters going to European destinations will see rates rise to 96c, while letters going to the rest of the world will be charged at EUR 1. Business rates will also increase from 1st August, the company said. The basic rate for franked mail will be EUR 0.52. Despite beginning a “rigorous” series of restructuring effort and cost-saving plans, PostNL said its universal postal service is loss- making as a result of the large volume declines, while it continues to meet its obligation to guarantee mail delivery within 24 hours and maintain networks of 2,000 post offices and 15,000 mailboxes.