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1、508-12/28/22-mhUnited States Postal ServiceFiscal Year 2022 Annual Report to CongressFiscal Year 2022 Annual ReportFiscal Year 2022 Comprehensive Statement on Postal OperationsFiscal Year 2022 Performance ReportFiscal Year 2023 Performance PlanFY 2022 Annual Report to Congress United States Postal S
2、ervice iiiContentsReport Structure and Purpose 1Fiscal Year 2022 Annual Report 1Letter from the Postmaster General and USPS Board of Governors Chairman 2United States Postal Service Board of Governors 4USPS Executive Leadership Team(ELT)10USPS Organizational Chart 12FY 2022 Comprehensive Statement o
3、n Postal Service Operations 14USPS History and Mission Statement 14Commitment to Diversity 15Overview of Postal Service Operations 15Key Financial and Operating Statistics 25Executive Compensation 31FY 2022 Performance Report and FY 2023 Performance Plan 32Corporate-wide Goals and Targets 32High-Qua
4、lity Service 34Excellent Customer Experience 37Safe Workplace and Engaged Workforce 41Financial Health 44Strategic Initiatives 52Additional Information 54FY 2022 Annual Report to Congress United States Postal Service 1Report Structure and PurposeThis document consists of the following four reports:T
5、he Fiscal Year(FY)1 2022 Annual Report,including a statement from the United States Postal Service(USPS)Postmaster General and USPS Board of Governors Chairman on our2 operations The FY 2022 Comprehensive Statement on Postal Service Operations The FY 2022 Annual Performance Report The FY 2023 Annual
6、 Performance Plan This documents purpose is to provide Postal Service information to stakeholders The document fulfills the requirements of the following articles of Title 39 in the United States Code(U S C):414(f),on the reporting of financial information related to special postage stamps(p 20)416(
7、f),on the reporting of information related to semipostal stamps(p 20)2401(e),on the submission of a Comprehensive Statement(p 14)2402,on the submission of an Annual Report(pp 113)2803,on the submission of an Annual Performance Plan(pp 32-53)2804,on the submission of an Annual Performance Report(pp 3
8、253)3652(g),on the submission of the Comprehensive Statement,Annual Performance Report and Annual Performance Plan(pp 1453)3686(d),on the reporting of executive compensation in excess of Federal Level Executive 1(p 31)1 All references to a specific year or“the year”refer to the Postal Service fiscal
9、 year ending Sept.30,2022.Specific month and year references pertain to the calendar dates.2 The terms“we,”“us”and“our”refer to the United States Postal Service.FY 2022 Annual ReportFinancial and Operational HighlightsTotals at Sept.30Percent ChangeFY 2022FY 2021FY 2020FY 2022FY 2021(in millions,exc
10、ept percentages)Total mail and package volume1127,258128,842129,171(1.2)%(0.3)%Total revenue with investment and interest income$78,812$77,069$73,2252.3%5.2%Total expenses2$79,741$81,999$82,401(3.0)%(0.5)%Impact of Postal Service reform legislation3$56,975$0.0%0.0%Net income(loss)$56,046$(4,930)$(9,
11、176)(1,236.8)%(46.3)%Purchases of property and equipment$1,796$1,872$1,810(4.1)%3.4%Debt$10,000$11,000$14,000(9.1)%(21.4)%Capital contributions of U.S.Government$16,132$13,132$3,13222.8%319.3%Deficit since 1971 reorganization$(32,766)$(88,812)$(83,840)(63.1)%5.9%Total net deficiency$(16,634)$(75,680
12、)$(80,708)(78.0)%(6.2)%(in actual units indicated,unaudited)Number of career employees516,760516,636495,9410.0%4.2%Number of pre-career employees118,609136,531148,092(13.1)%(7.8)%Total delivery points164,904,092163,139,167161,374,1521.1%1.1%Change in delivery points served1,764,9251,765,0151,472,840
13、0.0%19.8%1 The Postal Service has reclassified the totals for certain mail categories in prior years to conform to classifications used in the current year.These reclassifications are required by Postal Service regulatory requirements and are included in this document for consistency among publicly-
14、available information.2 Includes interest expense.3 Represents the one-time non-cash benefit due to the reversal of$57.0 billion for past due retiree health benefit obligations that were canceled by the enactment of the Postal Service Reform Act(PSRA).2 United States Postal Service FY 2022 Annual Re
15、port to CongressLetter from the Postmaster General and USPS Board of Governors ChairmanThe United States Postal Service plays a vital role in the daily lives of Americans in every community across the nation We are an engine of the economy and connect people to one another by fulfilling our core mis
16、sion delivering mail and packages to nearly 165 million addresses six days a week,while covering our costs through the sale of postal products and services Our status is unique:We are an independent agency of the executive branch,yet we are expected to operate like a business We do not receive tax r
17、evenues,in general,to support normal operations and must compete for customers In fact,our organization was not initially set up for the new business lines in which we must now compete and we are adapting our sales and marketing efforts to operate more effectively in this highly competitive landscap
18、e Our success depends on a culture of operational precision,world-class performance,outstanding service,and innovation To put the organization on solid footing in 2022 after years of losses and underinvestment and chronic operational and service underperformance we continued to pursue the objectives
19、 and initiatives set forth in the Delivering for America plan that we launched in March 2021 Delivering for America outlines our vision to transform the Postal Service into a high-performing organization,and this year we made significant progress on our short-term and long-term strategies We have ma
20、de great strides toward aligning the organizations operational and financial efforts with a profitable future While we are pleased to report this years progress,our focus remains on continuing to address the financial deficit we are facing and stabilizing the organizations future a future where we w
21、ill continue to serve the nation affordably,reliably,and with precise operational accuracy With Delivering for America,USPS is well on its way to create a best-in-class processing and delivery operations network We have launched a program to construct modern,streamlined facilities to simplify moveme
22、nt of mail and packages investing almost$6 6 billion in core postal infrastructure and we will invest$40 billion outlined in the plans 10-year horizon And in a milestone that lifted a$57 0 billion burden from the Postal Service,we saw enactment of postal reform legislation after more than a decade-l
23、ong effort Since January 2022,weve installed 110 new package sorting machines across the nation,which brings the organizations total to 249 new processing machines since the launch of the plan The new equipment,combined with increased operational precision,has expanded our daily package processing c
24、apacity to 60 million The average time to deliver a mail piece or package across the entire postal network is now at an impressive 2 5 days We placed an initial Next Generation Delivery Vehicle delivery order,which will expand our ability to electrify our postal fleet offering greener,more environme
25、ntally sustainable performance with substantially lower fuel costs Additional work in the area of sustainability resulted in route optimization efforts that have avoided more than 124 million pounds of carbon dioxide equivalent emissions and realized more than$123 million in savings We are strengthe
26、ning and stabilizing our workforce,making the Postal Service more than a great place to work,but a preferred employer offering a full career path,not simply a job We have converted more than 111,000 pre-career employees to career status since October 2020,in part by improving their training and empl
27、oyee experience in the first 90 days of onboarding We have also improved front-line supervisor training,expanded career planning programs,and made a better working environment with modern facilities and new equipment While there was welcome relief as the worst of the COVID-19 pandemic passed in 2022
28、,there were continued effects on all sectors of the economy These impacts including greater demand for package delivery services and reduced demand for First-Class Mail delivery continue to inform our strategic investments and competitive posture in the marketplace This Annual Report to Congress det
29、ails the steps we FY 2022 Annual Report to Congress United States Postal Service 3have taken to reorient the Postal Service business model and operational structure,and implement best practices and investments in service,people,and infrastructure The Delivering for America plan is focused on growth
30、and designed to build capacity and introduce product and service offerings needed to compete in,and better serve,the growing e-commerce delivery marketplace We are quite clearly not the organization we were two years ago during the challenging 2020 peak season amidst a global pandemic We are now bec
31、oming structured for precision of execution,as was successfully demonstrated to the nation during our historic delivery of 668 million COVID-19 test kits to 78 million households,on average delivered in one day Even with this evidence of progress,it is important to acknowledge that headwinds remain,
32、such as inflationary pressures on our fixed costs,and that legacy challenges will not be resolved overnight We are becoming an organization better positioned to meet the countrys evolving mailing and shipping needs in a financially self-sufficient manner The pace of change is steady and measurable,b
33、ut it will take time Our Delivering for America journey is off to a strong,promising start,and we are committed to building on each and every successful step along the way We will strive to become not only Americas preferred delivery provider,but the most used delivery service as well as the best ru
34、n federal agency in the nation The more than 635,000 women and men of the Postal Service are working diligently to provide the reliable,secure,affordable,and universal service that our nation thrives on We thank them for their dedication to our customers and for delivering to America every day We tr
35、ust that this report enhances your understanding and support of our public service mission Thank you for your interest in the United States Postal Service Louis DeJoyPostmaster General and Chief Executive OfficerRoman Martinez IVChairman,Board of Governors4 United States Postal Service FY 2022 Annua
36、l Report to CongressUnited States Postal Service Board of GovernorsThe Board of Governors of the United States Postal Service is comparable to the board of directors of a publicly held corporation The Board3 consists of up to nine Governors appointed by the President of the United States with the ad
37、vice and consent of the Senate The Governors select the Postmaster General,who becomes a member of the Board,and those 10 select the Deputy Postmaster General,who also serves on the Board The Postmaster General serves at the pleasure of the Governors for an indefinite term,and the Deputy Postmaster
38、General serves at the pleasure of the Governors and the Postmaster General As of September 30,2022,the Board consisted of nine appointed Governors,the Postmaster General,and the Deputy Postmaster General Roman Martinez IV,USPS Board of Governors ChairmanRoman Martinez IV was appointed to the Postal
39、Service Board of Governors by President Donald J Trump and was confirmed by the Senate on August 1,2019 Martinez will serve for the remainder of a seven-year term that expires on December 8,2024 On January 12,2022,he was unanimously elected by his fellow Governors to serve as the 25th Chairman of th
40、e Board of Governors Previously,he was unanimously elected by his fellow Governors to serve as the Vice Chairman of the Board of Governors on February 9,2021 Since October 3,2019,he has also chaired the Boards Audit and Finance Committee,and he has served on the Election Mail Committee since Februar
41、y 1,2022 Martinez began his career as an investment banker in 1971 at Kuhn Loeb&Company,which merged with Lehman Brothers in 1977 He became a partner there in 1978 and worked as Managing Director in investment banking until his retirement in 2003 Throughout his career,he was involved in most aspects
42、 of investment banking,including public and private financings,mergers and acquisitions,corporate restructurings and overall corporate financial advice Since 2003,he has served on the board of directors for several companies,including Cigna Corporation,Orbital ATK and Bacardi Limited Martinez has be
43、en actively involved with non-profit organizations,including serving as vice chairman of the Investment Advisory Council of the State Board of Administration of Florida,which required confirmation by the Florida Senate He also serves on the Board of Trustees of New York-Presbyterian Hospital,on the
44、Board of Overseers of the International Rescue Committee,and as a member of the Council on Foreign Relations From 2005 to 2017,he served on the Board of Trustees of the German Marshall Fund of the United States A graduate of Boston College,Martinez also obtained a Master of Business Administration d
45、egree from The Wharton School of the University of Pennsylvania Anton G.Hajjar,Vice ChairmanAnton G Hajjar was appointed to the Postal Service Board of Governors by President Joseph R Biden and was confirmed by the Senate on May 28,2021 Hajjar will serve for the remainder of a seven-year term that e
46、xpires on December 8,2023 On January 12,2022,he was unanimously elected by his fellow Governors to serve as Vice Chairman of the Board of Governors He currently serves on the Boards Compensation and Governance Committee and Operations Committee Hajjar previously served as the general counsel of the
47、American Postal Workers Union,AFL-CIO Before this position,he represented unions and workers while he was of counsel at Murphy Anderson PLLC,and as a principal at ODonnell,Schwartz&Anderson,PC Hajjar has also been an advisor and pro bono attorney in employment discrimination cases,many involving Ara
48、b-and Muslim-Americans He continues to serve as a legal advisor to the American-Arab Anti-Discrimination Committee In 2002,Hajjar was elected to the membership of the American Law Institute(ALI)He was elected to the 3 All“Board”and/or“BOG”references in this document refer to The Board of Governors o
49、f the United States Postal Service.FY 2022 Annual Report to Congress United States Postal Service 5ALI Council(its governing board)in May 2010 He was an Advisor to the now completed Restatement of the Law,Employment Law and is an Advisor to the Principles for a Data Economy-Data Rights and Transacti
50、ons He also served on the members consultative group on the Restatement of the Law,Charitable Nonprofit Organizations and is currently on the members consultative groups of the Restatement of the Law,Consumer Contracts;Restatement of the Law,Corporate Governance;and Restatement of the Law Fourth,Pro
51、perty Hajjar is a graduate of Fordham University and Tulane University Law School,where he was a member of the Tulane Law Review He also clerked for the Hon Judge John Minor Wisdom of the United States Court of Appeals for the Fifth Circuit Robert M.Duncan,GovernorRobert M Duncan was nominated to th
52、e Postal Service Board of Governors by President Donald J Trump and was confirmed by the Senate in August 2018 The Senate confirmed Duncan for a second term in December 2019 His current term expires Dec 8,2025 Duncan served as the 23rd Chairman of the Board of Governors from September 2018 to Februa
53、ry 2021 He currently serves on the Boards Audit and Finance,Compensation and Governance and Strategy and Innovation Committees Duncans federal government service began in 1989,with an appointment to the Presidents Commission on Executive Exchange Duncan was assistant director of the White House Offi
54、ce of Public Liaison under President George H W Bush Duncan served as a member of the Board of Directors of the Tennessee Valley Authority from 2006 to 2012 and as the Boards Chairman from 2009 to 2010 In 2017,he was named the 17th Chairman of the Presidents Commission on White House Fellowships Out
55、side of government service,Duncan served as Chairman of the Republican National Committee from 2007 to 2009 Duncan was also President and CEO of the American Coalition for Clean Coal Electricity from 2012 to 2016,and Chairman and CEO of a community bank in Kentucky,from which he retired in 2021 He i
56、s currently the Chairman of the Board of Trustees at Alice Lloyd College,a private four-year liberal arts college in Pippa Passes,Kentucky Internationally,he taught democracy to former communist leaders through the International Republican Institute,and he helped found the U S China High Level Polit
57、ical Party Leaders Dialogue Duncan holds degrees from University of the Cumberlands and the University of Kentucky College of Law,and he has completed various executive education programs Derek Kan,GovernorDerek Kan was appointed to the Postal Service Board of Governors by President Joseph R Biden a
58、nd confirmed by the Senate on May 12,2022 Kan will serve for a term expiring December 8,2028 He currently serves on the Boards Compensation and Governance Committee Kan currently serves as Chief Business Officer for Deliverr Inc,an e-commerce fulfillment company In this role,he leads business operat
59、ions and strategy Before this role,Kan held a number of high-level positions in the federal government,including Deputy Director of the White House Office of Management and Budget,and Undersecretary at the U S Department of Transportation Kan was also a member of the White House Coronavirus Task For
60、ce and Operation Warp Speed Before his recent public service,Kan held various positions focused on emerging technologies,including General Manager for Lyft Earlier in his career,Kan was a policy advisor to the former Senate Majority Leader and was a Presidential Management Fellow at the White House
61、Office of Management and Budget Kan currently serves on the Board of Directors of Toll Brothers,the nations largest luxury homebuilder He previously served as a member of the Board of Directors of Amtrak from January 2016 through May 2019 Kan received a B S degree from the University of Southern Cal
62、ifornia,an M Sc from the London School of Economics,and an MBA from the Stanford Graduate 6 United States Postal Service FY 2022 Annual Report to CongressSchool of Business,where he was an Arjay Miller Scholar Amber McReynolds,GovernorAmber F McReynolds was appointed to the Postal Service Board of G
63、overnors by President Joseph R Biden and was confirmed by the Senate on May 13,2021 McReynolds will serve for the remainder of a seven-year term that expires on December 8,2026 She currently chairs the Boards Election Mail Committee and serves on the Strategy and Innovation Committee McReynolds is a
64、 leading expert on election administration and policy Her professional career has been focused on strengthening democratic institutions with a goal of improving the voting experience for all:first as an election official,serving as the Director of Elections for the City and County of Denver,Colorado
65、;then as a thought leader and founding CEO for the National Vote at Home Institute and Coalition;and now serving as a senior advisor and supporting various nonpartisan organizations across the United States As the former Director of Elections for the City and County of Denver,Colorado,McReynolds led
66、 the implementation of a first-in-the-nation ballot tracking,reporting,and communication program to increase accountability and enhance security for mail ballots Her efforts garnered national and international awards and helped to shape Colorados vote-by-mail expansion in 2013 In 2018,Governing Maga
67、zine named her as a Top Public Official of the Year for her work to improve the voting process She was also recognized as a 2020 Top Women in Business in Colorado McReynolds is the co-author of the book When Women Vote She serves on the National Election Task Force on Election Crises,the National Co
68、uncil on Election Integrity She also serves as an advisory board member for the Massachusetts Institute of Technology(MIT)Election and Data Science Lab,as a board member to the Election Reformers Network,as a board member for Represent Women,as a board member for City Year Denver,and on various advi
69、sory boards for other national organizations focused on improving election administration McReynolds also served on the 2021 Colorado Independent Redistricting Commission McReynolds is a graduate of the University of Illinois at Urbana-Champaign and the London School of Economics and Political Scien
70、ce She is also a Certified Election Registration Administrator Donald L.Moak,GovernorDonald L Moak was appointed to the Postal Service Board of Governors by President Donald J Trump and was confirmed by the Senate on June 18,2020 Moak will serve for the remainder of a seven-year term that expires on
71、 December 8,2022 He currently chairs the Boards Compensation and Governance Committee and serves on the Audit and Finance Committee Moak is a co-founder and Chief Executive Officer of The Moak Group,a public affairs,advocacy,and business consulting firm He brings to the board,extensive experience wi
72、thin the corporate,labor,and political worlds Throughout his career,Moak has also been a leader for change in the air transportation industry and international policy During his time as a pilot,pilot leader,and association leader,he helped ensure the future of American aviation and aviation jobs He
73、advocated for numerous policy changes related to international and domestic aviation policy and was a prominent spokesperson for aviation safety and effective aviation policy Moak began his career in government service when he attended the United States Marine Corps Officer Candidate School in 1977
74、He served as a Marine Corps and Navy fighter pilot,retiring from military service in 2001 after holding the ranks of Captain in the United States Marine Corps and Commander in the United States Navy After his time on active duty,Moak worked as a B-767 Delta Air Lines captain and served as president
75、and chief operating officer of the Air Line Pilots Association He also served on both the AFL-CIO Executive Council and Financial Oversight Committee for the AFL-CIO Transportation Trades Department;had a seat on the Federal Aviation Administration(FAA)NextGen Advisory Committee(NAC);and was a membe
76、r of the FAA FY 2022 Annual Report to Congress United States Postal Service 7Management Advisory Council(MAC)on management,policy,spending,and regulatory matters Moak is a graduate of the University of West Florida Ronald A.Stroman,GovernorRonald Stroman was appointed to the Postal Service Board of
77、Governors by President Joseph R Biden and confirmed by the Senate on May 12,2021,for a term that expired on December 8,2021 On May 13,2021 he was confirmed by the Senate to a second term expiring on December 8,2028 He serves on the Boards Audit and Finance,Operations,and Election Mail Committees Str
78、oman served as the 20th Deputy Postmaster General(DPMG),the second-highest ranking postal executive,from March 2011 until his retirement in June 2020 Since leaving the Postal Service,he worked as a senior fellow at the Democracy Fund and served as the lead for President Bidens transition team for th
79、e Postal Service While serving as DPMG,Stroman was directly responsible for the Postal Service functions of Government Relations and Public Policy,International Postal Affairs,Sustainability,and the Judicial Officer Department In this role,he facilitated relationships with Congress,and with federal,
80、state,and local agencies as the Postal Service pursues its core business strategies He also had the lead role in working with the Universal Postal Union and the Department of State on international postal policy During his tenure as DPMG with Postmaster General Pat Donahoe,Stroman lead Corporate Com
81、munications and Consumer and Industry Affairs He was appointed to head election mail efforts during his time as DPMG Stroman had more than 30 years of professional experience in government,legislative affairs and leadership before becoming DPMG From 1978 to 1984,he was an attorney with the Departmen
82、t of Housing and Urban Development He then moved into a position as counsel on the Judiciary Committee of the U S House of Representatives He also worked for the Committee on Government Operations and became a minority staff director and counsel for the House Committee on Oversight and Government Re
83、form In 1997,Stroman took a directors position with the U S Department of Transportation In 2001,he joined the General Accounting Office as managing director for the Office of Opportunity and Inclusiveness He returned to the House in 2009,where he served as staff director,Committee on Oversight and
84、Government Reform,before joining the Postal Service Stroman earned his Juris Doctorate from Rutgers University Law Center Daniel Tangherlini,Governor Daniel Tangherlini was appointed to the Postal Service Board of Governors by President Joseph R Biden and confirmed by the Senate on May 12,2022 Tangh
85、erlini will serve for a term expiring December 8,2027 He currently serves on the Boards Operations and Election Mail Committees Tangherlini has an extensive background in public administration,business,finance,and corporate governance He has served in leadership roles in the public,nonprofit and pri
86、vate sectors His interest is in bringing increased equity and efficiency to business,philanthropy,and government through the thoughtful application of technology,process,and systems reform He is currently a managing director with the Emerson Collective,a private philanthropic and investment firm ded
87、icated to removing barriers to opportunity so that people can live to their fullest potential He served as its first chief financial officer until the fall of 2020 Before joining Emerson,Tangherlini was the president of the technology start-up Seamless Docs Federal He also founded an urban systems c
88、onsulting practice,Citys Garage Before that,he was the chief operating officer of Artemis Real Estate Partners,a real estate private equity firm with commercial real estate investments across the United States Before Artemis,Tangherlini served as administrator of the General Services Administration(
89、GSA),having been nominated to serve in the position by President Barack Obama and confirmed by the U S Senate As the agency head of GSA,beginning in 2012,he identified creative ways to leverage unused government assets,particularly real property,including launching a series of high-value 8 United St
90、ates Postal Service FY 2022 Annual Report to Congressproperty exchange and redevelopment proposals such as the Federal Bureau of Investigations(FBI)Headquarters(Washington,DC),Volpe Transportation Research Center(Massachusetts)and Moffett Federal Airfield(California)He also launched a technology adv
91、isory practice to serve other government agencies called 18F Tangherlini served as the chief financial officer at the U S Department of the Treasury from 2009 to 2013(also a Senate-confirmed position),concurrently serving as the assistant secretary for management Before his role at Treasury,he manag
92、ed operations,budget development and performance management of District of Columbia agencies when he served as the city administrator and deputy mayor from 2006 to 2009 While city administrator,he also served as vice chair of the board of directors for the District of Columbia Water and Sewer Author
93、ity(now DC Water)In 2006,he served as the interim general manager of the Washington Metropolitan Area Transit Authority,having previously served on its board of directors From 2000 to 2006,he served as director of the District of Columbia Department of Transportation and from 1998 to 2000,as chief f
94、inancial officer of the Metropolitan Police Department From 1997 to 1998,he served in the Office of Policy at the U S Department of Transportation,and from 1991 to 1997,he served in various capacities at the U S Office of Management and Budget Tangherlini received a B A and M A in public policy stud
95、ies from the University of Chicago,and an MBA from the Wharton School of Business at the University of Pennsylvania William D.Zollars,GovernorWilliam D Zollars was appointed to the Postal Service Board of Governors by President Donald J Trump and was confirmed by the Senate on June 18,2020 Zollars w
96、ill serve for the remainder of a seven-year term that expires on December 8,2022 He currently chairs the Boards Operations Committee and serves on the Strategy and Innovation Committee Zollars first served his country in 1970,when he enlisted in the Army National Guard During his years in private in
97、dustry,he led large organizations in three different Fortune 500 companies and served on the board of directors of four different Fortune 500 companies As chairman,president,and chief executive officer of YRC Worldwide,Inc,Zollars,led one of the largest and most recognizable global transportation se
98、rvice providers from 1999-2011 While at YRC,Zollars was a direct participant in the postal delivery process by providing consolidation and de-consolidation services on behalf of the USPS Before that,Zollars was president of Yellow Transportation Inc,a position he accepted in 1996 as part of a major
99、management transition for the company From 1994-1996,Zollars was senior vice president of Ryder Integrated Logistics,a$1 5 billion division of Ryder System,Inc,based in Miami,Florida Previously,he spent 24 years in various executive positions at Eastman Kodak,including assignments in London,Toronto,
100、and Tokyo Zollars has actively worked for nearly 20 years on public boards in the healthcare,technology,real estate,and transportation industries He currently serves on the boards of ProLogis Inc,C2FO,Restone Logistics,and Main Street Data,an Agtech company Zollars is a graduate of the University of
101、 Minnesota with a Bachelor of Arts in economics and is a member of Phi Beta Kappa FY 2022 Annual Report to Congress United States Postal Service 9Louis DeJoy,USPS Postmaster General and Chief Executive OfficerLouis DeJoy is the 75th Postmaster General of the United States and the Chief Executive Off
102、icer(CEO)of the worlds largest postal organization by mail volume delivered Appointed by the Governors of the Postal Service,DeJoy began his tenure as Postmaster General in June 2020 Prior to joining the Postal Service,he spent more than 35 years growing and managing a successful nationwide logistic
103、s company As chairman and CEO of New Breed Logistics,DeJoy spent decades in collaboration with the U S Postal Service,Boeing,Verizon,Disney,United Technologies,and other public and private companies to provide supply chain logistics,program management,and transportation support New Breed Logistics w
104、as a contractor to the U S Postal Service for more than 25 years,supplying logistics support for multiple processing facilities The company received Quality Supplier Awards from the Postal Service on four separate occasions In 2014,New Breed merged with XPO Logistics,with DeJoy serving as CEO of XPO
105、 Logistics supply chain business in the Americas before his retirement in December 2015 He then joined the companys board of directors,where he served until 2018 As Postmaster General,DeJoy has committed to creating a long-term,viable operating model for the Postal Service that will ensure the organ
106、ization can fulfill its public service mission while remaining self-sustaining Since August 2020,DeJoy has served as a member of the Board of Governors Strategy and Innovation Committee DeJoy is a member of the Board of Trustees at Elon University in North Carolina and the Fund for American Studies
107、in Washington,DC He received his Bachelor of Business Administration from Stetson University Doug Tulino,Deputy Postmaster General and Chief Human Resources OfficerDouglas Tulino was appointed to serve as the Deputy Postmaster General of the United States in May 2021 He will continue to serve as Chi
108、ef Human Resources Officer(CHRO),emphasizing a commitment to the Postal Service workforce and to initiatives in the 10-year plan,Delivering for America,which are designed to make the Postal Service a great place to work for all employees As Deputy Postmaster General,Tulino will ensure the organizati
109、ons culture,talent,labor relations,and leadership development are all contributing to the successful implementation of the Delivering for America plan He will also play a key leadership role in ongoing stakeholder outreach As CHRO,he oversees all aspects of Human Resources(HR)for the Postal Services
110、 653,000-member workforce He is responsible for Labor Relations,HR Management,Organizational Development,Compensation and Benefits,Learning and Development,Recruiting and Hiring,and HR Technology Tulino holds a Bachelor of Business Administration and Industrial Relations from Kent State University i
111、n Ohio 10 United States Postal Service FY 2022 Annual Report to CongressUSPS Executive Leadership Team(ELT)Postmaster General and Chief Executive Officer Louis DeJoyDeputy Postmaster General and Chief Human Resources Officer Douglas Tulino Chief Retail and Delivery Officer and Executive V.P.Joshua C
112、olin,Ph.D.Chief Processing and Distribution Officer and Executive V.P.Isaac CronkiteChief Logistics Officer and Executive V.P.Kelly AbneyChief Commerce and Business Solutions Officer and Executive V.P.Jacqueline Krage StrakoChief Technology Officer and Executive V.P.Scott BombaughChief Information O
113、fficer and Executive V.P.Pritha MehraFY 2022 Annual Report to Congress United States Postal Service 11Chief Customer and Marketing Officer and Executive V.P.Steve MonteithChief Financial Officer and Executive V.P.Joseph CorbettGeneral Counsel and Executive V.P.Thomas MarshallFinance and Strategy Sen
114、ior V.P.Luke Grossmann12United States Postal Service FY 2022 Annual Report to CongressUSPS Organizational Chart Executive Leadership Team(ELT):12(shaded)Officers non ELT:35FY 2022 Annual Report to Congress United States Postal Service 1314 United States Postal Service FY 2022 Annual Report to Congre
115、ssFY 2022 Comprehensive Statement on Postal Service OperationsUSPS History and Mission StatementOur history The United States Postal Service has a storied history as the institution of our government guaranteeing safe and secure communication among and between the government and the American people
116、Many are familiar with our history,which began with the Second Continental Congress and Benjamin Franklin in 1775 and continued in 1787 when the Postal Clause of the U S Constitution empowered Congress to establish Post Offices and post roads Congress exercised those powers with the passage of the P
117、ost Office Act of 1792,which made postal services a permanent fixture of the federal government The act included provisions to facilitate freedom of the press,ensure the privacy of personal correspondence,and expand the nations physical infrastructure,all vital to our nations growth and prosperity T
118、hese principles and objectives endure While radio,television,and the internet have irrevocably altered our information-gathering habits,postal correspondence remains the most secure and resilient form of communication,providing the American people with a delivery infrastructure vital to our national
119、 security USPS retains the largest physical and logistical infrastructure of any non-military government institution,providing an indispensable foundation supporting an ever-changing and evolving nationwide communication network Capitalizing on its expertise in scheduling and high-volume sorting,USP
120、S also serves a vital role in enabling digital commerce Our missionIn April 2020,the Board of Governors adopted the following mission statement for the Postal Service to conduct long-range planning and set strategic policy:To serve the American people and,through the universal service obligation,bin
121、d our nation together by maintaining and operating our unique,vital,and resilient infrastructure.To provide trusted,safe,and secure communications and services between our government and the American people,businesses and their customers,and the American people with each other.To serve all areas of
122、our nation,making full use of evolving technologies.To meet this mission we will:Remain an integral part of the United States government,providing all Americans with universal and open access to our unrivaled delivery and storefront network.Maintain and enhance our reputation and role as a trusted f
123、ace of the federal government in every community and provide all levels of government with access to our network and services.Provide frequent,reliable,safe,and secure delivery of mail,packages,and other communications to all Americans.Use technology,innovation,and where appropriate,private sector p
124、artnerships,to optimize and adapt our network,operations,and business model to meet the changing needs of our customers and delivery recipients,while maintaining our core mission.Operate in a modern,efficient,and effective manner that allows us to minimize what we charge for our services,consistent
125、with meeting,in a fair way,our obligations to our current and retired employees and other stakeholders.Remain an employer of choice,able to attract,retain,and develop high-quality employees who possess the skills necessary to excel in a rapidly changing business environment.FY 2022 Annual Report to
126、Congress United States Postal Service 15Commitment to DiversityUSPS recognizes the value of a diverse workforce and is one of the leading employers of traditionally underrepresented racial groups and women The Postal Service defines diversity as“the richness of cultures,perspectives,experiences,and
127、backgrounds”Diversity at all levels of the organization drives a culture of inclusion and innovation and directly impacts the bottom line At the direction of the Executive Diversity Council,the Postal Service is focused on strengthening succession planning and increasing diversity in our leadership
128、positions through our developmental programs and Corporate Succession Planning program Preparing our future leaders remains a top priority and a key element of the Delivering for America plan In FY 2022,the Postal Service accomplished the following in pursuit of improving diversity through our leade
129、rship programs:Expanded the program offerings for the Managerial Leadership Program(a development program for managers and potential future managers targeted at building managerial skills)by redesigning the program to incorporate self-paced,virtual,and in-person learning components Announced three p
130、rogram offerings for the Advanced Leadership Program in May 2022 This program is intended to prepare high-performing,high-potential leaders in our Corporate Succession Planning program for their first executive assignment Offered the Executive Leadership program to a group of diverse high-potential
131、executives This program is intended for executives with up to four years of experience in an executive role and is designed to bolster the executives skills in working through change,motivating others,and building a work environment of trust Currently,historically underrepresented racial groups acco
132、unt for 53 percent of the total workforce and women account for 46 percent Further,historically underrepresented racial groups comprise 38 percent and women comprise 36 percent of senior USPS management positions 4 More than a quarter of Postal Service workers are Black or African American(29 percen
133、t),13 percent are Hispanic,and 8 percent are Asian In contrast,according to 2020 Census Bureau data of the national workforce,Black Americans make up 13 percent,Hispanic Americans 18 percent,and Asian Americans 6 percent 5 The Postal Service is also a leading employer of veterans,with just under 10
134、percent of its workforce comprised of veterans preference eligible employees,which alone is nearly double the national rate of 5 6 percent for veterans,according to the Bureau of Labor Statistics 6In 2022,the Postal Service was ranked a Top Employer by Professional Womans Magazine,HISPANIC Network M
135、agazine,Black EOE Journal,and U.S.Veterans Magazine The Postal Service was also recognized as a Top 20 Government Employer in the Equal Opportunity Magazine and Woman Engineer Magazine Overview of Postal Service OperationsAfter the passage of the Postal Reorganization Act(PRA),the United States Post
136、al Service began operations July 1,1971,succeeding the cabinet-level Post Office Department The PRA established the Postal Service as an“independent establishment of the executive branch of the Government of the United States”According to Title 39 U S C subsection 101(a),“The United States Postal Se
137、rvice shall be operated as a basic and fundamental service provided to the people by the Government of the United States,authorized by the Constitution,created by an Act of Congress,and supported by its people The Postal Service shall have as its basic function the obligation to provide postal servi
138、ces to bind the Nation together through the personal,educational,literary,and business correspondence of the people It shall provide prompt,reliable,and efficient services to patrons in all areas and shall render postal services to all communities”In 2022,Congress passed the PSRA that,among other th
139、ings,amended Title 39 U S C subsection 101(b)ensuring the Postal Service maintained delivery service“at least six days a week,except during weeks that include a Federal holiday,in emergency situations such 4 Senior management is defined as Officer,Executive,and Payband level positions.5 Labor force
140、characteristics by race and ethnicity,2020.Retrieved Oct.04,2022,from Labor force characteristics by race and ethnicity,2020:BLS Reports:U.S.Bureau of Labor Statistics.6 Employment Situation of Veterans 2021,Table 5.Employed persons 18 years and over by industry,class of worker,sex,veteran status,an
141、d period of service,2021 annual averages.(Last Modified Date:April 21,2022).Retrieved Oct.04,2022,from https:/www.bls.gov/news.release/pdf/vet.pdf#page=17.16 United States Postal Service FY 2022 Annual Report to Congressas natural disasters,or in geographic areas where the Postal Service has establi
142、shed a policy of delivering mail fewer than six days a week as of the date of enactment of the PSRA of 2022”Additionally,the PSRA established the requirement for the Postal Service to maintain an integrated network for the delivery of market-dominant and competitive products Although the Postal Acco
143、untability and Enhancement Act(PAEA)classifies the services offered as Market Dominant and Competitive“products,”the term“services”is often used in this report for consistency with other descriptions of services the Postal Service offers USPS Services and Postal RatesTo fulfill its universal service
144、 obligation,USPS provides services to patrons in all areas and communities in the United States The Postal Service serves rural areas,communities,and small towns and uses a variety of transportation methods to move mail through this large network,including both surface and air transportation As a se
145、lf-funded organization,the Postal Service generally receives no tax dollars for its operating expenses and relies on the sale of postage,products,and services to fund its operations Services are sold at approximately 31,100 Postal Service-managed Post Offices,stations,and branches,plus approximately
146、 2,500 additional Contract Postal Units,Community Post Offices,and Village Post Offices A large network of commercial outlets also sells stamps and services on behalf of the Postal Service Customers can also purchase stamps and services on the web at Mail deliveries are made to nearly 165 million ci
147、ty,rural,PO Box,and highway contract route delivery points Services include the following:First-Class Mail This category includes letters,cards and large envelopes destined for either domestic or international(up to 3 5 ounces)delivery Large envelopes may weigh up to 13 ounces to domestic destinatio
148、ns and less than 15 994 ounces if mailed internationally It contains correspondence,bills or statements of account,payments and other mailable content Marketing Mail This category includes advertisements and marketing packages weighing less than 16 ounces and meeting the criteria of not being requir
149、ed to be mailed using First-Class Mail service because of their content Marketing Mail is typically used for direct advertising to multiple delivery addresses Every Door Direct Mail is a category of Marketing Mail;it enables customers to prepare direct mailings without names and addresses for distri
150、bution to all business and residential customers on individual carrier routes Periodicals This category encompasses the Periodicals class of mail offered for distribution of newspapers,magazines and newsletters that have a required frequency Customers must receive prior USPS authorization to use thi
151、s service Shipping and Packages This category includes the following services:First-Class Package Service Commercial,an option for shippers of packages that weigh less than 1 pound First-Class Package Service Retail,for shipment of boxes,thick envelopes,or tubes of 13 ounces or less Package Services
152、 for merchandise or printed matter,such as library and media mail weighing up to 70 pounds Parcel Services,which describes Parcel Select and Parcel Returns services,including“last-mile”products,and USPS Marketing Mail Parcels,which provide commercial customers with a means of package shipment Priori
153、ty Mail,which is offered as a service both within the U S and abroad with domestic,day-specified(non-guaranteed)delivery Priority Mail Express,which provides overnight to 2-day delivery,with money-back guaranteed service including tracking,proof of delivery and basic insurance up to$100 Priority Mai
154、l Express delivery is offered to many major U S markets for delivery 365 days a year USPS Connect The Postal Service has launched USPS Connect,a set of four delivery solutions that leverages ongoing network improvements,new equipment,new pricing,and enhanced operational precision to meet evolving bu
155、siness needs To help businesses meet growing consumer demand for affordable,fast local,regional,and national deliveries and returns,USPS Connect offers these options:FY 2022 Annual Report to Congress United States Postal Service 17USPS Connect Local,which allows for local businesses to quickly reach
156、 local customers USPS Connect Local offers affordable next-day service in all locations,with same-day delivery,Sunday delivery and pickup options in select locations This offering also includes USPS Connect Local Mail,an affordable First-Class Mail option for documents up to 13 ounces USPS Connect R
157、egional,which provides regional entry and next-day delivery of Parcel Select packages and Parcel Select Lightweight packages Businesses can reach a majority of the population next-day with regional hub and plant destination entry,or next-day and Two-Day with regional destination Network Distribution
158、 Center entry USPS Connect National,which provides delivery solutions for businesses of all sizes Businesses can benefit from the Postal Services new mail processing equipment and reconfigured network to receive reliable delivery of packages through Priority Mail Express,Priority Mail,First-Class Pa
159、ckage Service,Parcel Select Ground and Retail Ground USPS Connect Returns,which includes services for businesses to offer their customers convenient returns,with free en-route pickup by their carrier or drop-off at a nearby Post Office location Businesses can access returns information on Internatio
160、nal Mail This category offers international mail and shipping services with individual customer contracts and agreements with foreign postal administrations Priority Mail Express International and Priority Mail International services compete in the e-commerce cross-border market to about 180 countri
161、es In addition,First-Class Package International Service offers competitive solutions to both retail and commercial mailers for shipping to many countries Global Express Guaranteed is a co-branded service with FedEx to about 180 countries Other This broad category includes PO Box services,money orde
162、rs and USPS Extra Services PO Box services provide customers an additional method for private and convenient mail delivery Money orders offer customers a safe,convenient,and economical method for payment remittance Money orders are available for amounts up to$1,000,can be purchased and cashed at mos
163、t Post Offices,or deposited or negotiated at financial institutions USPS Extra Services offer a variety of service enhancements that provide security,proof of delivery or loss recovery These services include Certified Mail,Registered Mail,Signature Confirmation,Adult Signature,and insurance up to$5,
164、000 Extra Services are available online,at Post Offices or at USPS self-service kiosks Market Dominant services include,but are not limited to,First-Class Mail,Marketing Mail,Periodicals,Bound Printed Matter parcels,Marketing Mail parcels,and Library/Media Mail Market Dominant prices are established
165、 to be fair,equitable,and affordable Prices and fees are reviewed and approved by the Postal Service Board of Governors and are subject to a review process by the Postal Regulatory Commission(PRC)Price increases for Market Dominant services are generally subject to a price cap based on the Consumer
166、Price Index for All Urban Consumers(CPI-U)with some additional pricing flexibility and authority 7 In FY 2022,the retail price for a First-Class Mail 1-ounce stamp was raised$0 02 to$0 60 and continued to be one of the lowest letter-mail postage rates among industrialized countries Competitive servi
167、ces,such as Priority Mail,Priority Mail Express,First-Class Package Service,Parcel Select,Parcel Return Service and some types of International Mail,are not limited by a price cap By law,the price for each Competitive service must cover its“attributable costs”(meaning the Postal Services costs attri
168、buted to such service through reliably identified causal relationships)Further,Competitive services collectively must contribute an appropriate share to the institutional costs of the Postal Service In general,the Postal Service attempts to set its prices for Competitive services to maximize profita
169、ble revenue The FY 2022 average price increases varied by Competitive services product For more information on postal services and products,visit 7 For additional information regarding the Postal Services pricing authority,please reference PRC Order 5763,issued in November 2020.18United States Posta
170、l Service FY 2022 Annual Report to CongressOperationsOver this past year,the Postal Service continued to align its organizational structure to improve line of sight and drive operational precision,increasing accountability in support of its mission and strategy,and to focus on what it does best:coll
171、ect,process,move,and deliver mail and packages In FY 2022 the headquarters Logistics and Processing Operations Office was realigned to support organizational priorities The result was two distinct offices:the Processing and Distribution Office and the Logistics Office This change,however,did not alt
172、er the field structure,as illustrated in Figures 1 and 2 below The Postal Services organizational structure is centered around four operating units:Retail and Delivery Operations Focused onaccepting and delivering mail and packages efficientlyand with a high level of customer satisfaction Processing
173、 and Distribution Focused onexecuting operating plans for all processingand distribution operations,processingfacilities,and distribution network Logistics Focused on operating a work-class transportation network and developingcost-and service-enhancing processesthrough plants,and delivery operation
174、s Commerce and Business Solutions Focusedon leveraging Postal Service infrastructure to enablegrowth As part of the operational realignment and to better serve the American public,the Postal Service adjusted its Retail and Delivery Operations areas and districts(Figure#1),as well as its Logistics an
175、d Processing Operations regions and divisions(Figure#2)Figure#1:Retail and Delivery Operations Areas and DistrictsWestPac AreaSouthern AreaCentral AreaAtlantic AreaAL-MSLOUISIANATEXAS 1TEXAS 3ALASKAHAWAIIAZ-NMCO-WYID-MT-ORWASHINGTONCALIFORNIA 1CALIFORNIA 2CALIFORNIA 3CALIFORNIA 4CALIFORNIA 5CALIFORN
176、IA 6NV-UTTEXAS 2GEORGIASOUTH CAROLINAFLORIDA 1FLORIDA 2FLORIDA 3PUERTO RICOAR-OKTENNESSEEKY-WVKS-MOIA-NE-SDMN-NDWISCONSINILLINOIS 1ILLINOIS 2INDIANAPENNSYLVANIA 1 DE-PA2NEW YORK 2 NEW YORK 1 NEW YORK 3 ME-NH-VTCONNECTICUTMA-RINEW JERSEYMARYLANDVIRGINIANORTH CAROLINA OHIO 2OHIO 1MICHIGAN 1MICHIGAN 2
177、FY 2022 Annual Report to Congress United States Postal Service 19Figure#2:Logistics and Processing Operations Regions and DivisionsAtlanticLogistics RegionSouthernLogistics RegionWestPacLogistics RegionCentralLogistics RegionNEW ENGLANDNEW YORK METROCHESAPEAKELAKESHORESSOUTHEASTGULF ATLANTICSOUTHWES
178、TMIDWESTPACIFIC NORTHWESTWESTERNSOUTHERN CALIFORNIAWESTSHORESSOUTH ATLANTICWestern Processing RegionEastern Processing RegionProcessing Regions Legend20 United States Postal Service FY 2022 Annual Report to CongressSemipostal StampsSemipostal stamps are congressionally mandated either directly or th
179、rough the discretionary authority granted to the U S Postal Service through the Semipostal Authorization Act,Public Law 106-253 Under this act,the U S Postal Service may issue and sell semipostal fundraising stamps to advance such causes as it considers to be“in the national public interest and appr
180、opriate”The law specified that the U S Postal Service can issue up to five new semipostal fundraising stamps over a 10-year period In FY 2022,funds generated from semipostal stamps relate to the date range of October 1,2021,to September 30,2022 Additionally,funds paid,to the organizations,relate to
181、the date range of April 1,2021,to March 31,2022 The Postal Service sold four semipostal stamps,the congressionally mandated Breast Cancer Research semipostal stamp,the congressionally mandated Save Vanishing Species semipostal stamp,and under the U S Postal Services discretionary authority the Alzhe
182、imers semipostal stamp and the Healing PTSD semipostal stamp The Breast Cancer Research semipostal stamp generated approximately$1 7 million in funds in excess of the postage value in FY 2022 The Postal Service did not deduct any costs in connection with these stamps in FY 2022 The Postal Service di
183、stributed approximately$1 2 million(70 percent)to the National Institutes of Health within the Department of Health and Human Services and approximately$0 5 million(30 percent)to the Breast Cancer Research Program within the U S Department of Defense The Save Vanishing Species semipostal stamp gener
184、ated approximately$0 7 million in funds in excess of the postage value in FY 2022 The Postal Service did not deduct any costs in connection with these stamps in FY 2022 The Postal Service distributed approximately$0 6 million to the U S Fish and Wildlife Service to support its Multinational Species
185、Conservation Fund The Alzheimers semipostal stamp generated approximately$0 2 million in funds in excess of the postage value in FY 2022 The Postal Service did not deduct any costs in connection with these stamps in FY 2022 The Postal Service distributed approximately$0 2 million(100 percent of the
186、payment amount due)in funds to the National Institute on Aging within the U S Department of Health and Human Services The Healing PTSD semipostal stamp generated approximately$0 4 million in funds in excess of the postage value in FY 2022 The Postal Service did not deduct any costs in connection wit
187、h these stamps in FY 2022 The Postal Service distributed approximately$0 4 million(100 percent of the payment amount due)in funds to the U S Department of Veterans Affairs FY 2022 Annual Report to Congress United States Postal Service 21Environmental Affairs and Corporate SustainabilitySustainabilit
188、y is a core commitment of the Postal Service As the organization invests in new technology,it will champion sustainable and environmentally focused solutions At the Postal Service,environmental stewardship means continuously advancing the organizations sustainability goals and environmentally focuse
189、d solutions that reduce greenhouse gas emissions,energy,fuel,and waste The following cross-functional initiatives are examples of postal stewardship that benefit customers,employees,and the environment:Environmental Compliance Reviews The Postal Service conducts environmental compliance reviews(ECRs
190、)at its facilities to evaluate site-level compliance with all applicable environmental regulations and Postal Service policy ECRs are the foundation of the Postal Services compliance program These reviews follow a standardized protocol to assess site compliance and they provide a platform to directl
191、y engage employees to assist with compliance implementation When necessary,the Postal Service mandates corrective actions and provides compliance assistance to ensure completion Solar PowerThe Postal Service is committed to increasing conservation efforts with the installation of on-site renewable e
192、nergy projects at multiple facilities,including our newest site at the Springfield,MA,mail processing center This facility will have a 2 53 megawatts direct current on-site solar photovoltaic system to produce renewable energy for the facilitys usage The system consists of 6,106 solar photovoltaic p
193、anels which will generate an estimated 2,960,000 kilowatt-hours per year The system will save approximately$56,000 per year in electricity costs and will reduce the USPS annual carbon footprint by 2,100 metric tons of carbon dioxide per year Water and Energy Utility Management and Reporting To promo
194、te visibility,transparency,and accuracy in water,energy,and greenhouse gas reporting,the Postal Service established the Utility Management System to capture cost and consumption data This includes utility invoices for electricity,natural gas,water,sewer,propane,steam,heating oil,and backflow testing
195、 management This system also provides detailed facility profiles,invoice payment,auditing,rate optimization,tax recoupment,rebate/refund checks,historical energy data,and user-friendly reports The system currently has 5,916 facilities with 19,244 accounts We are expanding the system to include anoth
196、er 3,300 facilities to optimize our ability to control costs and environmental impacts Greenhouse Gas(GHG)Calculation Tool While implementing the route optimization focus outlined in the Delivering for America plan,the Postal Service saw the need to quantify the associated carbon dioxide equivalent(
197、CO2e)emissions of miles driven on highway contract routes,thereby allowing the Postal Service to measure the environmental benefits of route optimization projects Environmental Affairs and Corporate Sustainability worked with Logistics to create a GHG calculator to determine the CO2e emissions avoid
198、ed by various routes optimization projects To accomplish this,USPS converted the miles of highway contracting routes eliminated to the pounds of CO2e emissions avoided using USPS data and nationally recognized methodologies In total,the FY 2021 routes optimization efforts avoided the equivalent of o
199、ver 58 8 million pounds of CO2e emissions This is an important effort as USPS values transparency and accountability in our environmental reporting Packaging Our USPS Priority Mail and Priority Mail Express paper packaging meets Sustainable Forestry Initiative or Forest Stewardship Council certifica
200、tion standards This means the paper is sourced through a careful chain of custody that ensures the pulp comes from sustainably managed forests Using recycled content materials helps extend the life of the earths precious natural resources thereby reducing impacts to the environment Our USPS Priority
201、 Mail and Priority Mail Express packaging contains an average of 84 percent recycled content for all packaging types and 98 percent recycled content for paper and cardboard packaging USPS BlueEarthThe Postal Service helps customers reduce waste,increase recycling,and improve their carbon footprints
202、through its three USPS BlueEarth programs:USPS BlueEarth Secure Destruction is a cost-effective,secure,and convenient way to manage mail containing personal protected information Its designed specifically for business mailers who use the Intelligent Mail barcode This technology enables 22 United Sta
203、tes Postal Service FY 2022 Annual Report to Congressthe Postal Service to identify,intercept,and securely shred undeliverable-as-addressed First-Class letters and flats with personal protected information that would otherwise be returned to the sender USPS BlueEarth Federal Recycling Program provide
204、s a convenient mail-back option for federal agencies and their employees to properly dispose of items such as small electronics and phones The program is easy to manage,free to federal agencies,supplements existing sustainability programs,and provides measurable results that are available through on
205、line reports at FedR USPS BlueEarth Carbon Accounting enables large business customers to measure and manage carbon impacts across their supply chains This proprietary service follows the most widely accepted accounting methods to calculate shipping or mailing items GHG emissions based on their char
206、acteristics,such as product type,size,weight,processing,distribution,and transportation This no-fee service provides reports that detail GHG emissions associated with the Postal Services entire delivery process National Recycling Operation This program transports materials primarily paper,cardboard,
207、and plastic from USPS facilities to central hubs for recycling The Postal Service encourages recycling initiatives across the organization to increase recycling performance and improve the organizations bottom line The Postal Service is“Putting its Stamp on a Greener Tomorrow”by taking sustainable a
208、ctions and integrating environmental business practices into day-to-day operations Additional information on the Postal Services sustainability efforts is available in the 2022 Annual Sustainability Report at Commitment to a Safe and Secure NetworkThe United States Postal Inspection Service(USPIS)is
209、 the law enforcement,crime prevention,and security arm of the Postal Service Our Postal Inspectors,Postal Police Officers,and support personnel protect postal employees,customers,facilities,and the nations mail from physical attack or criminal misuse USPIS aggressively investigates allegations of ma
210、il theft and related financial crimes with specific attention on criminals that target the organizations most vulnerable customers,such as the elderly or victims of natural disaster Additionally,the Postal Inspectors work to prevent the flow of illicit drugs through the mail and arrest individuals w
211、ho send synthetic opioids,illicit drugs,and other dangerous substances through the U S Mail In FY 2022,USPIS conducted the second phase of its Southwest Border Initiative,which began in FY 2021,to intercept drug parcels at high-traffic points along the southern border USPIS continues to locate and s
212、eize drug shipments and identify and disrupt Transnational Criminal Organizations by cooperating with international law enforcement and Foreign Post partners USPIS bolstered its drug enforcement resources with local police officers trained and deputized as USPIS Task Force Officers(TFOs)In FY 2022,U
213、SPIS deployed over 120 TFOs supporting our Contraband Interdiction and Investigation efforts for combating drugs in the mail In preparation for the 2022 mid-year election,USPIS joined the Department of Justice Election Crime Task Force to respond to and investigate all reports of election-related th
214、reats and crimes USPIS also conducted election mail training,participated in a Cybersecurity and Infrastructure Security Agency National Election Exercise to better prepare for future election cycles,and established Election Security Coordinators in every USPIS division In FY 2022,USPIS also launche
215、d Project Safe Delivery,a prevention and enforcement initiative to combat mail theft and violent attacks on postal employees To date,Project Safe Delivery has resulted in numerous arrests and increased security for USPS employees and facilities Earlier this year,the Postal Service led a White House
216、initiative to mail COVID-19 test kits to over 78 million U S households USPIS played an essential role by leading efforts to secure and prevent the theft of these test kits Postal Inspectors also safeguarded key Parcel Supporting Annexes(PSAs),with USPIS local divisions providing on-site security by
217、 Postal Police Officers and Postal Inspectors Facility security remains a high priority for the Postal Inspection Service and was a special point of focus in FY 2022 In support of the Delivering for America plan to redesign and reorganize the USPS distribution network,Postal Inspectors conducted ris
218、k assessments and provided security recommendations for new and existing distribution centers To learn more about USPIS,visit https:/www.uspis.gov.FY 2022 Annual Report to Congress United States Postal Service 23COVID-19 Test Kits InitiativeAt the beginning of January 2022,the Postal Service committ
219、ed to the shipment of over 500 million rapid at-home COVID-19 test kits to households across the nation Through a partnership with the White House,Health and Human Services,and the Defense Logistics Agency,the Postal Service designed and launched a Postal website where individuals are able to order
220、test kits for free Test kit deliveries have been made available for every U S household,including those in U S territories through the Postal Service Test kits were also shipped to U S military and diplomatic addresses overseas The program was intended to ensure that individuals have rapid at-home C
221、OVID-19 tests available,as the need to test arises In March 2022,after having delivered more than 270 million tests,or approximately 68 million packages,to households across all states,tribes,and territories,the initiative was expanded to provide a second round of free test kits to be ordered The pa
222、rtnership with the White House for the COVID-19 test kit initiative exceeded the initial delivery expectations The Fiscal Year(FY)2022 highlights for COVID-19 test kits are:Designed and launched an easy-to-use consumer website.263 million webpage views(on ).Stood up 48 pick and pack fulfillment cent
223、ers across the nation to manage inventory and enable deliveries.Over 668 million tests were delivered.167 million packages delivered;each package contains 4 tests.Over 78 million households were delivered to.On average,once packaged,test kit orders took 1.2 Days to deliver.“The United States Postal
224、Service is proud to fulfill its mission of service to the nation by delivering COVID test kits as a part of this important public health initiative of the Biden administration,”said Postmaster General Louis DeJoy.24 United States Postal Service FY 2022 Annual Report to CongressContinuity and Prepare
225、dnessThe Postal Service Continuity and Preparedness group ensures that plans,procedures,and protocols are in place to respond to emergencies that could disrupt postal operations and provides the tools and resources that enable resumption of operations quickly,safely,and efficiently The Continuity an
226、d Preparedness team coordinates actions with senior leaders and field management when employees and property are affected by natural disasters or national emergencies This was evident in the Postal Services ability to re-establish service quickly in response to wildfires in the west(for example,the
227、Bolt Creek Wildfire),historic flooding in Kentucky,and to both Hurricanes Fiona and Ian during FY 2022 The Postal Service remains committed to employees safety while resuming mail delivery as soon as possible after disruptions,which would not be possible without the Continuity and Preparedness team
228、and the resilience of USPS employees and its networks The Postal Service takes its mission of providing universal service across the nation seriously,and strives to keep communities connected even during local,regional,or national disruptions to service FY 2022 Annual Report to Congress United State
229、s Postal Service 25Key Financial and Operating StatisticsFinancial History Summary(in millions)FY 2022FY 2021FY 2020Operating resultsTotal revenue1$78,620$77,041$73,133Operating expensesCompensation and benefits251,52050,08548,730Retirement benefits38,3627,3766,964Retiree health benefits5,1104,660Wo
230、rkers compensation(2,119)(580)2,903Transportation10,2819,6528,814Other operating expenses11,52610,20110,116Total operating expenses$79,570$81,844$82,187Loss from operations before the impact of Postal Service reform legislation$(950)$(4,803)$(9,054)Impact of Postal Service reform legislation456,975I
231、ncome(loss)from operations$56,025$(4,803)$(9,054)Investment and interest income(expense),net21(127)(122)Net income(loss)$56,046$(4,930)$(9,176)Financial positionCash and cash equivalents5$19,607$23,858$14,358Property and equipment,net15,14714,77814,567All other assets611,3617,7696,979Total assets$46
232、,115$46,405$35,904Retiree health benefits56,97551,865Workers compensation liability14,72918,17420,074Debt10,00011,00014,000Retirement benefits18,16214,91511,583All other liabilities19,85821,02119,090Total liabilities$62,749$122,085$116,612Total net deficiency$(16,634)$(75,680)$(80,708)1 Includes non
233、-operating income such as sale of land and buildings,sale of miscellaneous equipment,and sale of motor vehicles.2 Excludes Federal Employees Retirement Systems(FERS)normal costs,amortization of unfunded retirement benefits,retiree health benefits(in both FY 2021 and FY 2020),and workers compensation
234、.3 Includes FERS normal costs and amortization of unfunded retirement benefits.4 Represents the one-time non-cash benefits due to the reversal of$57.0 billion for past due retiree health benefit obligations that were canceled by the enactment of the PSRA.5 Cash and cash equivalents are unrestricted.
235、6 Includes restricted cash of$4.0 billion,$449 million,and$354 million,on September 30,2022,2021,and 2020,respectively.26 United States Postal Service FY 2022 Annual Report to CongressRevenue,Pieces and Weight Statistics(in millions of units indicated,unaudited)FY 2022FY 2021FY 2020First-Class Mail1
236、Revenue$24,036$23,264$23,781Number of pieces48,94050,66452,628Weight,pounds2,4692,5512,644Marketing Mail2Revenue$16,002$14,589$13,909Number of pieces67,09266,19864,004Weight,pounds5,4215,5605,715Shipping and Packages3Revenue$31,308$32,008$28,529Number of pieces7,1867,5857,325Weight,pounds13,34414,71
237、714,163International MailRevenue$1,713$2,202$2,408Number of pieces354417742Weight,pounds247310432PeriodicalsRevenue$959$942$1,024Number of pieces3,4003,6794,006Weight,pounds1,0551,1601,283U.S.Postal Service Mail4Number of pieces268279441Weight,pounds7997110Free Matter for the Blind5Number of pieces1
238、82025Weight,pounds7910Other services revenue5$4,489$4,004$3,472Postal Service totalsOperating revenue$78,507$77,009$73,123Number of pieces127,258128,842129,171Weight,pounds22,62224,40424,357Note:The Postal Service has reclassified the totals for certain mail categories in prior years to conform to c
239、lassifications used in the current year.Prior period amounts for certain service categories include reclassifications of amounts among service categories to conform to current period presentation.These reclassifications are immaterial for each affected category and have no effect on total operating
240、revenue or pieces for the period.These reclassifications are required by Postal Service regulatory requirements and are included in this document for consistency among publicly-available information.1 Excludes First-Class Mail Parcels.2 Excludes Marketing Mail Parcels.3 See Shipping and Packages and
241、 Other Services Statistics table on the following page.4 No revenue is received or recorded for this category of mail.5 By law,the Postal Service is required to offer below-cost postage prices to certain categories of mailers including blind individuals.Congress agreed to reimburse the Postal Servic
242、e for revenue it had forgone by offering these below-cost postage prices.FY 2022 Annual Report to Congress United States Postal Service 27Shipping and Packages and Other Services Statistics(in millions of units indicated,unaudited)FY 2022FY 2021FY 2020Priority Mail ExpressRevenue$770$820$697Number o
243、f pieces272924Weight,pounds283429First-Class PackagesRevenue$7,811$7,385$6,227Number of pieces1,9602,0551,848Weight,pounds739787696Priority MailRevenue$12,323$13,511$11,831Number of pieces1,2011,4051,274Weight,pounds3,2173,7173,385Parcel Select Mail(including USPS Connect Local)and Marketing Mail Pa
244、rcelsRevenue$9,303$9,224$8,740Number of pieces3,4533,5073,536Weight,pounds8,1948,9328,713Parcel Return Service MailRevenue$242$234$202Number of pieces707272Weight,pounds170173181Package ServicesRevenue$859$834$832Number of pieces475517571Weight,pounds9961,0741,159Total shipping and packagesRevenue$3
245、1,308$32,008$28,529Number of pieces7,1867,5857,325Weight,pounds13,34414,71714,163Other servicesCertified MailRevenue$637$615$598Number of articles166169168Return ReceiptsRevenue$285$262$280Number of articles112110120USPS TrackingRevenue$1$1$1Number of articles231,565PO Box Services revenue$1,377$1,2
246、07$1,095Money OrdersRevenue$167$147$146Number of articles667177InsuranceRevenue$88$105$93Number of articles131717Shipping and mailing suppliesRevenue$110$122$135Number of articles444960Miscellaneous other services revenue$1,824$1,545$1,124Total other services revenue$4,489$4,004$3,472Note:The Postal
247、 Service has reclassified the totals for certain mail categories in prior years to conform to classifications used in the current year.Prior period amounts for certain service categories include reclassifications of amounts among service categories to conform to current period presentation.These rec
248、lassifications are immaterial for each affected category and have no effect on total operating revenue or pieces for the period.These reclassifications are required by Postal Service regulatory requirements and are included in this document for consistency among publicly-available information.28 Uni
249、ted States Postal Service FY 2022 Annual Report to CongressPost Offices and Delivery Points(in actual units indicated,unaudited)FY 2022FY 2021FY 2020Post Offices,stations and branchesPostal Service-managedPost Offices26,26926,36226,362Stations,branches,and carrier annexes4,8634,8854,968Total Postal
250、Service-managed31,13231,24731,330Contract Postal Units11,6652,0092,094Village Post Offices1411542590Community Post Offices1433425437Total offices,stations,and branches33,64134,22334,451Residential delivery pointsCity85,428,47784,775,11684,233,373Rural47,549,88746,475,65045,320,604PO Box16,102,39416,
251、020,22816,015,289Highway Contract3,144,9433,106,7943,050,749Total residential delivery152,225,701150,377,788148,620,015Business delivery pointsCity7,832,7927,818,8057,789,025Rural1,794,2251,766,0551,736,436PO Box2,968,2623,093,2993,146,028Highway Contract83,11283,22082,648Total business delivery12,6
252、78,39112,716,37912,754,137Total delivery points164,904,092163,139,167161,374,152Change in delivery points served1,764,9251,765,0151,472,8401 In FY 2022 the data was sourced from the Contract Postal Unit Technology(CPUT)system to align with the Postal Regulatory Commissions directive,in its FY 2022 A
253、nnual Compliance Determination Report,that such data be drawn from the same source as that used for the Postal Services FY 2022 Annual Compliance Report.Number of Routes by Type of Delivery(in actual units indicated,unaudited)RouteFY 2022FY 2021FY 2020City142,328142,207142,018Rural81,61581,28879,900
254、Highway Contract Route9,6429,6769,661Total233,585233,171231,579FY 2022 Annual Report to Congress United States Postal Service 29Postal Vehicle Inventory(in actual units indicated,unaudited)Vehicle typeFY 2022FY 2021FY 2020Delivery and collection(0.5-2.5 tons)216,456212,327207,945Mail transport(tract
255、ors and trailers)4,5004,1585,719Mail transport(5-11 tons)2,1482,1672,782Administrative and other6,3666,4826,697Service(maintenance)4,5004,6115,464Inspection Service and law enforcement2,5622,6232,934Total236,532232,368231,541Real Estate Inventory(in actual units indicated,unaudited)Real estate inven
256、toryFY 2022FY 2021FY 2020Owned properties8,4848,4608,440Owned interior square feet194,603,528194,097,968193,867,670Leased properties22,95122,98623,050Leased interior square feet88,752,12385,449,68378,860,472GSA1/other government properties291290291GSA1/other government interior square feet1,729,9701
257、,729,4841,732,0011 General Services Administration.Real Estate Inventory Actions(in actual units indicated,unaudited)Real estate inventory actionsFY 2022FY 2021FY 2020Lease actions(alternate quarters,new leases and renewals)5,0955,5935,414Property disposals1535New construction2829898Repair and alter
258、ation projects51,89053,23761,483Repair and alteration expense project totals(in thousands,rounded)$273,000$270,000$268,000Repair and alteration capital projects3,6624,1194,312Repair and alteration capital project totals(in thousands,rounded)$513,000$553,000$555,0001 Total partial and complete proper
259、ty sales does not include non-property sales such as right-of-ways/easements,sale of rights,defaults,installment payments,etc.2 Includes the build-out of pre-existing spaces that the Postal Service did not previously own,the new construction of leased or owned space,and the expansion of existing spa
260、ces.30 United States Postal Service FY 2022 Annual Report to CongressEmployee Complement(actual numbers,unaudited)FY 2022FY 2021FY 2020Headquarters(HQ)and HQ-related employeesHeadquarters7,2516,4163,477Headquarters field support units2,4032,7613,425Inspection Service2,3072,3582,399Inspector General1
261、,0121,0161,017Total HQ and HQ-related employees12,97312,55110,318Field employeesArea offices46129923Postmasters/installation heads13,59912,66213,667Supervisors/managers23,72022,66325,189Professional administration and technical personnel1,9962,3094,792Clerks(including nurses)127,735129,113119,171Mai
262、l handlers47,26846,86636,721City delivery carriers170,391172,894167,934Motor vehicle operators9,8659,4179,189Rural delivery carriers full-time77,19975,13474,255Building and equipment maintenance personnel27,09827,86728,675Vehicle maintenance employees4,8705,0315,107Total field employees503,787504,08
263、5485,623Total career employees516,760516,636495,941Pre-career employeesCasuals6918810,261Postal support employees25,84231,34625,778Non-bargaining temporary319332341Rural part-time47,08154,11058,747Postmaster relief and leave replacements1,7071,8381,959City carrier assistant35,03637,65338,079Mail han
264、dler assistant8,55511,06412,927Total pre-career employees118,609136,531148,092Total employees635,369653,167644,033FY 2022 Annual Report to Congress United States Postal Service 31Executive CompensationFederal law(U S C 3686(d)of Title 39)requires the Postal Service to provide compensation and benefi
265、ts to employees at a level comparable to the private sector The Postal Service will continue to pursue this goal for all its employees In addition,the organization supports,develops,and provides a wide range of tools and development resources that assist employees in reaching their full potential Th
266、e Postal Service Board of Governors establishes executive officer compensation and benefits,subject to the requirements and limitations of federal law Although Postal Service governing law provides that executives should be compensated at a level comparable to the private sector,the Postal Service d
267、oes not have the resources to achieve this level of compensation Compensation for executive officers remains significantly below that of similarly ranked senior executives in the private sector In most circumstances,the Postal Service cannot compensate its executives more than the rate for Level 1 o
268、f the Executive Schedule,which was$221,400 in calendar year(CY)2021 Under certain programs,bonuses or other rewards can be awarded,which raise the level of compensation beyond this limit;however,compensation is still limited by federal law Performance-based payments for FY 2020 were paid in CY 2021
269、Performance-based payments were determined by the Postal Service Board of Governors In accordance with legal reporting requirements,the following table reports executives compensated in excess of Federal Executive Level 1 in CY 2021 The second column of the table reports the total compensation in ex
270、cess of Federal Executive Level 1,including salary and bonus or other payment The third column lists only the amount of bonus or other payments included in that figure The terms“bonus or other payment”in the third column of the table are statutory terms that represent various amounts which are a par
271、t of an executives total compensation;these amounts are predicated on the Postal Services maintenance of a performance appraisal system that makes meaningful distinctions based on relative performance Executive Compensation DisclosureExecutive NameCY 2021 Reportable Excess EarningsCY 2021 Bonus or O
272、ther PaymentLouis DeJoy$84,632$Isaac S.Cronkhite84,94823,955Thomas J.Marshall81,05030,237Jacqueline M.Strako79,45718,465Joseph Corbett78,76127,865Pritha Mehra78,22427,328Scott R.Bombaugh74,86423,968Douglas A.Tulino72,86314,829Steven W.Monteith64,66313,767Luke T.Grossmann57,18026,550Joshua D.Colin50,
273、59024,829Peter Routsolias33,38335,683Abelardo P.Munoz Jr.32,24032,329Angela H.Curtis30,74030,829Timothy R.Costello30,43130,520Salvatore N.Vacca28,74028,829Elvin Mercado28,26538,573Eduardo H.Ruiz27,56135,520Michael L.Barber24,74024,829Robert Cintron24,74024,829Michael J.Elston23,89524,469Simon M.Stor
274、ey23,59823,687Dane A.Coleman22,24022,329Linda M.Malone22,24022,329Sheila B.Holman21,01335,683Gary R.Barksdale14,74014,829Jeffrey C.Johnson14,74014,829Gary C.Reblin14,65414,743Sharon D.Owens14,35014,591William E.Koetz10,31933,720Kelly M.Sigmon9,74417,195Marc D.McCrery8,61922,539Tom A.Samra8,25438,146
275、Katherine S.Attridge7,79223,507Steven A.Darragh6,64722,144Jennifer D.Utterback5,55323,406Mark A.Guilfoil4,58514,043Thomas J.Foti3,92018,746Felipe Flores Jr.3,12619,287Rajinder Sanghera1,83417,023Lorraine G.Castellano1,83117,020Stephen R.Hardin1,62719,304Todd S.Hawkins1,62719,304Cara M.Greene1,34413,
276、653Eric E.Henry99626,280Larry J.Belair92716,804Jeffery A.Adams65420,689Robert H.Raines Jr.57123,098Vinay K.Gupta47619,608Note:Legislation requires reporting compensation in the last full calendar year.This timeframe does not align with the Postal Services fiscal year,which is from October to Septemb
277、er.32 United States Postal Service FY 2022 Annual Report to CongressFY 2022 Performance Report and FY 2023 Performance PlanCorporate-wide Goals and TargetsThe Postal Service is a self-supporting,independent federal establishment of the U S government and continues to serve an indispensable role as a
278、 driver of commerce and provider of delivery services that connect Americans to one another reliably,affordably,and securely and to every residential and business address To provide a roadmap for a more efficient,valuable,and relevant organization that will meet the evolving needs of the nation and
279、customers now and for years to come,the Postal Service issued its 10-year Delivering for America plan in March 2021 It outlines the following 12 strategic areas of focus to achieve financial sustainability and service excellence:Strengthen value of mail and sustain public service mission,including 6
280、-day mail delivery Implement service standards that achieve service excellence 95 percent of the time Innovate and launch USPS Connect Modernize delivery vehicle fleet,and with Congressional support,implement electric fleet by 2035 Implement best-in-class processing operations Implement best-in-clas
281、s delivery operations Implement a modern,transformed network of retail Post Offices Implement a fully optimized surface and air transportation network Stabilize and empower workforce to include reducing pre-career turnover Align organizational structure to support effectiveness Support legislative a
282、nd administrative actions Implement a more rational pricing approach including a judicious implementation of new and existing pricing authorities These strategies position the Postal Service to successfully meet the evolving mailing and shipping needs of the nation and become the preferred delivery
283、service provider for the American public To assess efforts in implementing these strategies,the organization measures performance through progress against these corporate performance outcomes:High-Quality Service Excellent Customer Experience Safe Workplace and Engaged Workforce Financial HealthFor
284、each of these,the following subsections describe both the measures used to assess organizational progress in the FY 2022 Performance Report,the FY 2022 actual outcomes,the FY 2023 targets,and the plans to achieve them These targets are aligned with the FY 2023 Integrated Financial Plan(IFP),which in
285、cludes planned revenue and expenses for FY 2023 Every fiscal year,USPS develops a budget and plan intended to be sufficient to meet its targeted financial and nonfinancial performance outcomes The Postal Service sets all corporate-wide targets to be achievable given the planned expenses in the IFP T
286、he following table shows targets for FY 2022-FY 2023 and actual corporate performance from FY 2019-FY 2022 FY 2022 Annual Report to Congress United States Postal Service 33FY 2022-FY 2023 Targets and FY 2019FY 2022 Actuals for Corporate-wide Performance OutcomesCorporate Performance Outcome:High Qua
287、lity Service1MeasureFY 2023 TargetFY 2022 ActualFY 2022 TargetFY 2021 ActualFY 2020 ActualFY 2019 ActualSingle-Piece First-Class Mail Two-Day93.0091.3490.2586.4491.4792.05Single-Piece First-Class Mail Three-to-Five-Day90.2883.6290.0063.2078.8380.88Presort First-Class Mail Overnight95.0094.9294.7593.
288、3894.7295.46Presort First-Class Mail Two-Day95.0093.3693.0088.2992.7794.10Presort First-Class Mail Three-to-Five-Day92.2091.4990.5080.8789.8991.95First-Class Mail Letter and Flat Composite(FCLF)92.5091.0091.0082.6989.7391.36Marketing Mail and Periodicals Composite93.3792.8691.5087.1288.3888.73Market
289、 Dominant Composite 2,3,493.0092.1491.2585.3089.0089.86Corporate Performance Outcome:Excellent Customer ExperienceMeasureFY 2023 TargetFY 2022 ActualFY 2022 TargetFY 2021 ActualFY 2020 ActualFY 2019 ActualCustomer Experience Composite Index574.3972.7272.9968.4972.4069.04Business Service Network(BSN)
290、98.0098.2097.3397.8997.3396.68Point of Sale(POS)87.4686.3487.4684.3987.4687.77Delivery80.9473.9180.9470.4180.9480.40Customer Care Center(CCC)69.8870.7563.0261.8560.0346.94Customer 360(C360)73.4173.6273.4167.1373.4172.94Business Mail Entry Unit(BMEU)96.2996.4896.7295.6696.7296.00Corporate Performance
291、 Outcome:Safe Workplace and Engaged WorkforceMeasureFY 2023 TargetFY 2022 ActualFY 2022 TargetFY 2021 ActualFY 2020 ActualFY 2019 ActualTotal Accident Rate13.2512.3913.4513.4813.0914.19Grand Mean Engagement Score3.333.313.383.363.293.36Engagement Survey Response RateN/A25 N/A25 33 38 Corporate Perfo
292、rmance Outcome:Financial Health6MeasureFY 2023 TargetFY 2022 ActualFY 2022 TargetFY 2021 ActualFY 2020 ActualFY 2019 ActualControllable Income(Loss)($in billions)0.50(0.47)(4.10)(2.39)(3.75)(3.42)Deliveries per Total Work Hours,Percent ChangeN/AN/AN/AN/A0.90(0.60)Note:N/A indicates that either no da
293、ta was collected or no target was set for the relevant indicator and year.1 The Postal Service is providing nonpublic service performance data for certain competitive products as part of the Nonpublic Annex in the Annual Compliance Report(ACR)proceeding conducted by the Postal Regulatory Commission(
294、PRC).2 Market Dominant Composite includes all First-Class Mail,Marketing Mail,Periodicals,Flats,Bound Printed Matter Parcels,Marketing Mail Parcels,and Library/Media Mail.3 The FY 2019-FY 2021 actual scores are sourced from the Service Performance Measurement(SPM)system.4 The FY 2019-FY 2021 actuals
295、 are provided for comparability purposes only.Market Dominant Composite was introduced in FY 2021.5 In FY 2019-FY 2022,the Customer Experience Composite Index is based on survey responses from the following touchpoints:Business Service Network,Point of Sale,Delivery,Customer Care Center,C360,and Bus
296、iness Mail Entry Units.For more information regarding comparability,refer to USPS Response to Question 4 from the 2020 ACR Chairman Information Request No.2,dated Jan.14,2021.6 The FY 2022 Integrated Financial Plan(IFP)information contained in this document will be revised if needed upon approval by
297、 the Postal Service Board of Governors.34 United States Postal Service FY 2022 Annual Report to CongressHigh-Quality ServiceThe Postal Service is committed to“bind the Nation together through the personal,educational,literary,and business correspondence of the people We shall provide prompt,reliable
298、,and efficient services to patrons in all areas and shall render postal services to all communities”(U S C Title 39)This forms the core of USPS operations The Postal Service operates a highly complex network of distribution and delivery facilities interconnected by multiple modes of transportation a
299、cross the country The organization measures service performance at the product level against specific service standards on a continuous basis Service Performance Measurement(SPM)is an internal measurement system that measures and reports service performance from the time mail is deposited in a Posta
300、l Service facility to when a USPS employee delivers it to a home,business,or PO Box The annual service performance indicators are reported as a cumulative score throughout the year and are volume weighted Service performance during the first half of the year when mail volume is highest sets the pace
301、 for the remainder of the year In FY 2022 the Postal Service measured service performance in the following categories:Single-Piece First-Class Mail.The measures for this category represent the performance of single-piece First-Class Mail letters,postcards and flats throughout the fiscal year The ind
302、icators show the estimated percent of total mail by service standard(Two-Day and Three-to-Five-Day)that was delivered to customers on time Presort First-Class Mail.The measures for this category represent the performance of commercial presorted First-Class Mail letters,postcards,and flats delivered
303、throughout the fiscal year The indicators show the estimated percent of total mail by service standard(overnight,Two-Day and Three-to-Five-Day)that was delivered on time First-Class Mail Letter and Flat(FCLF)Composite.This category represents the weighted average of the performance of single-piece F
304、irst-Class Mail and Presort First-Class Mail across all service standards,weighted by volume Marketing Mail and Periodicals Composite.This category is a composite indicator of the percent of all Marketing Mail and Periodicals that was delivered within the service standard established during the year
305、 This includes Marketing Mail letters,Marketing Mail flats,and Periodicals Approximately two-thirds of mail volume in this composite is Marketing Mail letters,while the remainder is Marketing Mail flats and Periodicals Market Dominant Composite.The Market Dominant Composite includes letters and flat
306、s of all First-Class Mail,Marketing Mail,Periodicals,Bound Printed Matter and all parcels of Library Mail,Media Mail and Bound Printed Matter The score for this category is generated by dividing the total volume(of all classes,shapes and service standards)by the number of pieces delivered on time an
307、d is reported as a cumulative year-to-date score FY 2022 Performance ReportThe following table includes both FY 2022 Actuals(unmitigated)and FY 2022 Targets for the High-Quality Service measures MeasureFY 2022 ActualFY 2022 TargetDelta(PP1)FY 2022 Target(Met/Not Met)Single-Piece First-Class Mail Two
308、-Day91.3490.251.09MetSingle-Piece First-Class Mail Three-to-Five-Day83.6290.00(6.38)Not MetPresort First-Class Mail Overnight94.9294.750.17MetPresort First-Class Mail Two-Day93.3693.000.36MetPresort First-Class Mail Three-to-Five-Day91.4990.500.99MetFirst-Class Mail Letter and Flat Composite(FCLF)91
309、.0091.00MetMarketing Mail and Periodicals Composite92.8691.501.36MetMarket Dominant Composite92.1491.250.89Met1 PP refers to the percentage point difference between FY 2022 Actuals and FY 2022 Targets.The Postal Service far exceeded the FY 2021 actual performance and most of the FY 2022 Targets set,
310、further demonstrating its commitment to delivering high quality service to its customers and the American people FY 2022 Annual Report to Congress United States Postal Service 35Although the Postal Service did not attain the target of 90 00 for Single Piece First-Class Mail Three-to-Five Day on-time
311、 performance in FY 2022,it still achieved 83 62 percent of all pieces making the service standard,which is a five year high and more than a full point higher than at any of the prior four years The primary variables that account for this product missing the established service standard can be attrib
312、uted to ongoing network transportation changes and additional processing requirements for this product which prohibit its ability to mitigate potential failures or disruptions The Postal Service worked aggressively to implement the elements of the Delivering for America plan to achieve its long-term
313、 goal of 95 percent on-time service performance relative to service standards once the plan is fully implemented To achieve better service throughout the network in the interim,Postal Service management implemented the following actions:Conducted a thorough review of processing locations and impleme
314、nted site-specific operating plans to improve end-to-end service performance and operational efficiency Proactively planned for the FY 2022 peak season,hiring over 40,000 seasonal,delivery,and plant personnel Expanded its facility footprint by leasing 13 million additional square feet in more than 1
315、00 multi-year annexes and other locations Installed new processing equipment to accommodate growing parcel volumes Expanded Surface Transportation Centers(STCs)to add several hundred thousand square feet for improved workflow The Postal Service Board of Governors reconstituted the Election Mail Comm
316、ittee in August 2021 to oversee,review,and monitor the Postal Services preparations for the 2022 primary and general elections and made recommendations to the Board on this and related issues This follows the Postal Services success of the 2020 election season and reaffirmed the Postal Services comm
317、itment to the election process The Postal Service accomplished all of this while packaging and delivering more than 167 million orders containing more than 668 million COVID-19 test kits to American households,a process that was developed in house within a matter of weeks in conjunction with the Whi
318、te House,with an average days to deliver of just 1 2 days Reference the FY 2022FY 2023 Targets and FY 2019FY 2022 Actuals for Corporate-wide Performance Outcomes table on page 33 for historical performance.FY 2023 Performance PlanFor FY 2023,Market Dominant service performance will be measured again
319、st service standards of Two-Day and Three-to-Five-Day for Single-Piece First-Class Mail For Presort First-Class Mail,service performance will be measured relative to Overnight,Two-Day,and Three-to-Five Day service standards The following table states the FY 2023 Targets MeasureFY 2023 TargetSingle-P
320、iece First-Class Mail Two-Day93.00Single-Piece First-Class Mail Three-to-Five-Day90.28Market Dominant Composite93.00First-Class Mail Letter and Flat Composite(FCLF)92.50Presort First-Class Mail Overnight95.00Presort First-Class Mail Two-Day95.00Presort First-Class Mail Three-to-Five-Day92.20Marketin
321、g Mail and Periodicals Composite93.37On October 1,2021,the Postal Service implemented new service standards for First-Class Mail and Periodicals These service standard changes are a part of the Delivering for America plan and will increase delivery reliability,consistency,and efficiency for customer
322、s With the implementation of these service standard changes,the Postal Service is modifying its ground transportation network to deliver more First-Class Mail,further benefiting its customers The Postal Service will continue implementing elements of the Delivering for America plan which include:Tran
323、sforming its processing facilities and transportation networks Preparing for the peak season Investing in new vehicles,equipment,systems,and facilities Stabilizing and empowering our workforce Transforming its processing facilities and transportation networks The Postal Service has a legacy network
324、of nonstandard,outdated,and often poorly located processing facilities This network consists of 427 middle-mile facilities with different names and acronyms including Processing and 36 United States Postal Service FY 2022 Annual Report to CongressDistribution Centers(P&DCs),National Distribution Cen
325、ters(NDCs),Peak Season Annexes(PSAs),Terminal Handling Services(THS),and STCs The organization also operates 1,088 service hubs across the country to transport mail and packages to delivery units This array of facilities is inefficient and unable to provide the high-quality service the Postal Servic
326、e is committed to providing In FY 2023,the Postal Service will continue implementing region-by-region modernization efforts to transform this legacy network into standardized Regional Processing and Distribution Centers(RPDCs),Local Processing Centers(LPCs),and Sorting and Delivery Centers(S&DCs)In
327、order to successfully accomplish the COVID-19 Test Kit project we implemented commercial best practices for national distribution and delivery The successful experience of the project helps validate the concepts of the newly aligned network evident by the packaging,processing,and delivering more tha
328、n 668 million COVID-19 tests to the American people during FY 2022 The test kit initiative proved that a limited set of strategically placed sites can deliver to most American homes in less than two days In FY 2023,the Postal Service will continue to deploy new S&DCs in targeted regions which will c
329、ombine delivery operations from smaller delivery units into larger,standardized,and optimally located delivery units that will enable advanced parcel automation,infrastructure for installing Electric Delivery vehicles,and optimized local transportation trips to and from the processing facilities In
330、many cases,S&DCs will be co-located with LPCs or RPDCs Existing Post Offices will retain retail counters and PO Boxes in current locations In FY 2023,the Postal Service will also begin standing up new or major retrofitted facilities where existing facilities cannot be utilized due to space constrain
331、ts,location,or current conditions In addition,management will undertake a major effort to reduce the backlog of maintenance,repairs,and alterations on the remaining facilities In the regions selected for launch of these new facilities and operating schemes,the Postal Service will start moving mail a
332、nd packages together to and from these regions around the nation While this process began in FY 2022,it is multi-year modernization plan with the goal to stand up these new RPDCs,LPCs,and SDCs region by region over the next eight to nine years Preparing for the peak season.The consequence of the pro
333、blems experienced during the 2020 peak season were the result of many years of underinvestment in the network and workforce In order to regain the publics confidence in the Postal Service,leadership made significant changes to the 2021 peak season planning efforts to include the following steps:Expanding its facility footprint by leasing 8 5 million additional square feet across 52 Peak Season or