“Forward ever, backward never: onwards with Breaking Through”

No 19-2020

Formulated by UNI AproPost and Logistics Sector

1.  Australia Post renews commitment towards a sustainable future. March 05, 2020.

2.  Japan Airlines to use iCargo.March 05, 2020.

3.  CWU pressure secures public inquiry into Horizon scandal. March 02, 2020.


4.  Deutsche Post DHL Group meets 2019 earnings target and addresses impact of Coronavirus. February 28, 2020.


5.  La Poste revenue up 5.2% to €26bn in 2019.

February 27, 2020.


6.  Virus Outbreak: Chunghwa Post takes charge of 75% alcohol deliveries. February 20, 2020.


1.  Australia Post renews commitment towards a sustainable future


March05, 2020 
Australia Post has announced that 100% of its plastic satchel range will be made from recycled content by 2021.

Making the announcement at the National Plastics Summit in Canberra opened by Prime Minister Scott Morrison, Nicole Sheffield, Executive General Manager Community and Consumer said the commitment underlined Australia Post’s drive towards a sustainable future.

“Australia Post continues to incorporate sustainable design principles in the development of our packaging,  as we reduce greenhouse gas emissions, non-renewable resource use and water consumption,” she said.

“As online shopping grows, Australia Post is focused on reducing the quantity of non-recycled packaging that moves through our network.”

The announcement comes on the back of Australia Post joining with one of its major customers, Country Road, to launch its first recycled plastic satchel in December 2019.

The new satchel is made of recycled plastic, sending a clear signal to the market that major Australian brands are committed to eliminating the use of virgin plastic across our packaging supply chain.

Australia Post aims to provide a range of packaging options for its customers that meet their needs and expectations.

Australia Post has been a signatory of the Australian Packaging Covenant Organisation (APCO) since 2005, joining other major businesses and Government to set the ambition to achieving national packaging targets.

Since the launch of its Environmental Action Plan in 2018, Australia Post has been incorporating sustainability principles in the design and production of its packaging, a commitment that is reiterated in its 2020-2022 Group Corporate Responsibility Plan.

In 2019, Australia Post also teamed up with REDCycle to offer our customers access to more than 1,800 soft plastics recycling points at major supermarkets across Australia.


2.  Japan Airlines to use iCargo


March 05, 2020
Japan Airlines has selected IBS Software to implement its iCargo system to manage air cargo operations.

Legacy systems will be replaced by iCargo Terminal Operations to manage import, export, transfer, warehouse and airport operations across Japan Airlines’ network.

iCargo supports end-to-end business functions such as cargo reservations, rating, manifesting, import and export, warehouse management, revenue accounting, air mail handling and revenue management for airlines and ground handlers.

It follows air cargo industry best practices and is fully compliant with industry standards and initiatives such as Cargo iQ, C-XML, OneRecord, e-AWB (electronic air waybill), and e-Freight.

Rajan, senior vice president and head of cargo and logistics solution at IBS Software, said, “JAL is an iconic name in the airline industry, and we are proud to welcome them to the iCargo community. Their aim is to drive efficiency improvements and iCargo, the leader and IT platform of choice for airlines especially in the Japanese market, will help their transformation into digital freight.”

3.  CWU pressure secures public inquiry into Horizon scandal

March 02, 2020
Growing calls for a full investigation into the appalling treatment of postmasters by Post Office bosses has forced the Government to act.

In response to MPs from across the political divide, specifically in his answer to a Prime Minister’s Question from Labour’s Jarrow MP Kate Osborne last week, asking him to commit to launching an independent inquiry into the Horizon affair, Boris Johnson said: “I am happy to commit to getting to the bottom of the matter in the way that she recommends.”

The announcement was welcomed by other MPs, Lucy Allan (Conservative, Telford) saying: “There is a groundswell of support building in parliament for the Government to take steps to help clear the names of Post Office workers wrongly convicted of theft based on the Post Office’s flawed Horizon computer system.”

And the Chair of the All-Party Parliamentary Group (APPG) for Post Offices Gill Furniss (Labour, Sheffield Brightside & Hillsborough) also voiced her backing for the planned investigation, paying tribute to the “hard-fought campaign of hundreds of sub-postmasters and members of the APPG from all parties.” 

In his response, CWU assistant secretary Andy Furey pledged that the union will now “push for the inquiry to happen without delay and for an independent chair to be appointed, who must have powers to fully investigate and compel witnesses to be examined and give evidence.

“We will do all that is necessary to ensure this matter is not swept under the carpet, that Postmasters get justice and those guilty parties who inflicted so much pain on innocent and hard-working people are brought to account.”

Two months ago, the Justice for Sub-postmasters Alliance won a full apology from the Post Office and £58 million compensation for the 557 ex postmasters involved in the group litigation, after a long-running legal battle going back several years.

A computerised accounting system – Horizon – was introduced by the Post office back in the late 1990s to be used by postmasters around the country. The system soon began to indicate serious financial irregularities in post offices – but rather than fully investigate the reasons for this, the company immediately moved to disciplinary actions,dismissals and even prosecutions of postmasters, explains CWU assistant secretary Andy Furey.

It became evident that these discrepancies were due to an inherent fault within the Horizon system itself, and not postmaster behaviour, but the business refused to step back from its actions – and the Justice for Sub-postmasters Alliance, began its long legal battle on behalf of the 557 individuals impacted in this matter.

At one of the court hearings last November, Lord Justice Coulson was so shocked at the actions of the Post Office that he likened them to a ‘mid-Victorian factory owner’.

Turning down an appeal by the Post Office against a ruling that had been made against them, Justice Coulson said: “The Post Office describes itself as ‘the nation’s most trusted brand’. Yet this application is founded on the premise that the nation’s most trusted brand was not obliged to treat their sub-Postmasters with good faith, and instead entitled to treat them in capricious or arbitrary ways which would not be unfamiliar to a mid-Victorian factory-owner.”

The apology and compensation offer to the 557 individuals came soon after this, and, while welcoming the development at the time, Andy Furey made the call for a full inquiry.

In the midst of the general election campaign and its immediate aftermath, Andy noted that this ‘national scandal’ had largely gone ‘under the radar in the current circumstances’ 
But he insisted: ‘In view of the seriousness of this matter, the union is calling for a public inquiry into the whole Horizon debacle and we will be writing to the Minister for Postal Affairs to outline our grave concerns and will call for a comprehensive investigation in the form of a public inquiry’.

4.  Deutsche Post DHL Group meets 2019 earnings target and addresses impact of Coronavirus

February 28, 2020

The Group today announced that its 2020 earnings guidance is, as of now, excluding any effect induced by the Coronavirus.  


Deutsche Post DHL Group today announced that its 2020 earnings guidance is, as of now, excluding any effect induced by the Coronavirus. Since the Chinese government introduced measures to contain the Coronavirus, DPDHL Group has been consistently monitoring the volume development in its networks. In recent weeks, trade volumes have weakened, not only on the inbound and outbound China trade lanes but also in other countries of Asia; constraints on industrial production are increasingly expected also outside of China.


The Group had seen a very good start into 2020 in January and was prepared for the usual effects around Chinese New Year in February when the measures of the Chinese government were introduced. Since then the business development in Post & Parcel Germany as well as in DHL Supply Chain and DHL eCommerce Solutions has only been marginally impacted by the Corona crisis. In contrast, the Group currently sees more significant effects for the DHL Express and DHL Global Forwarding divisions, where the business is particularly affected with regards to cross-border trade flows into and out of China. Group-wide the negative impacts of the Corona crisis on Group EBIT amount to around EUR 60-70 million for the month of February, compared to the initial internal planning.

Implications for the Group results for full year 2020 cannot be currently concretely assessed. Should the macroeconomic situation normalize again, there could also be positive effects for logistics companies. In case of a longer duration or a worsening of the current situation over the coming months, the negative impacts for the Group are likely to outweigh the positives. The concrete earnings impact can only be assessed after a normalization of the situation.

"Deutsche Post DHL Group had a very good year 2019 and a successful start to 2020 in January. Thanks to our broad geographic set-up and our comprehensive portfolio we are more resilient than other companies. However, a worldwide crisis like the Coronavirus does not leave us unaffected. It is currently hard to judge how strong the impact on our business will be. That is why our guidance is as of now excluding any impact of this", said CEO Frank Appel.

Also against the background of the global economic uncertainties the Group decided to not further actively pursue the current exploratory talks regarding partnership options for the StreetScooter activities. Instead, StreetScooter will concentrate on the operation of the current fleet of e-vehicles.

"Thanks to our StreetScooter we have one of the biggest electric delivery fleets in the world and have made a significant contribution to the development of e-mobility. We have always said that we do not want to be a car manufacturer. A further scaling of the business without the right partner does not fit our long-term strategic goals. Independent from the decision today, we will further foster the transition of our fleet towards e-mobility", said Frank Appel. "We are committed to our Mission 2050, which means zero-emission logistics by 2050.”

Basically, eMobility is only one of the many levers for the company to make logistics more efficient and thus more sustainable. The Group is therefore working intensively on various levers, such as the involvement in the production of alternative fuels, the optimization of its routes and energy efficiency in its buildings.

The refocusing of StreetScooter – a change outside of the company’s core businesses – is expected to result in one-off charges of EUR 300-400 million for the current financial year. The impact on the cash flow, however, will be limited.

The 2020 guidance for a Group EBIT of more than EUR 5.0 billion is hence as of now excluding any still to be quantified effect induced by Corona implications, as well as the above mentioned charges related to the decision on StreetScooter. 2022 guidance for a Group EBIT of minimum EUR 5.3 billion is not at all affected by this.

As the guidance update is taking advance on the publication of 2019 full-year results planned for March 10th, the Group also publishes the following key numbers of the preliminary closure of FY2019 accounts:

Deutsche Post DHL Group continued to post profitable growth during the past financial year. Group revenue was up 2.9% year on year to EUR 63.3 billion, with all five divisions contributing to this positive performance.

The Group’s operating profit (EBIT) improved significantly (+30.6%) compared with the previous year in which earnings were impacted by one-time effects. Group EBIT reached EUR 4.13 billion, which is well within the range of EUR 4.0 to 4.3 billion targeted for 2019 by Deutsche Post DHL Group. The Post & Parcel Germany division contributed EUR 1.23 billion to earnings (forecast: EUR 1.1 to 1.3 billion). The DHL divisions generated total EBIT of EUR 3.4 billion (forecast: EUR 3.4 to 3.5 billion). EUR 2.039 billion of which are attributable to the Express division, EUR 521 million to Global Forwarding Freight and EUR 912 million to Supply Chain. The division eCommerce Solutions recorded a result of EUR -51 million, while the result for Corporate Functions came in at EUR -523 million.

„We have reached record earnings in 2019 despite the challenging macroeconomic environment. All divisions continued to grow, and we took a big step forward with regards to our profitability”, said Frank Appel.

Deutsche Post DHL Group continued to invest heavily in profitable growth in the past financial year, spending a total of EUR 3.6 billion across all divisions – approximately EUR 1 billion more than in the prior year. This includes EUR 1.1 billion for the debt-financed renewal of the Express division’s aircraft fleet. The new machines are 18 percent more efficient and thus also contribute to the group's sustainability goals.

Despite higher capex spending, cash flow performed very well in the past financial year. Free cash flow was EUR 867 million, well above the figure of more than EUR 500 million projected for 2019. The Group had anticipated lower cash inflows in 2019 (previous year: EUR 1.1 billion) due to higher cash outflows for revamping the aircraft fleet at Express.







5.  La Poste revenue up 5.2% to €26bn in 2019


February 27, 2020

For the year ending December 31, 2019, La Poste’s operating revenue totalled €25,983m, up from €24,699m or 5.2% in 2018. This increase, which includes the full-time subsidiary Asendia acquired at the end of 2018, has been driven by the performance of all of the group’s activities. The growth of GeoPost’s express activities and the Parcels activity, the activity of La Banque Postale in a difficult context, and the recent acquisitions in the fields of health, energy transition and digital consulting, have all contributed. Operating profit decreased by €3m to €889 in 2019, operating margin was 3.4%, the lowest since 2014. 

Revenues for the Services-Mail-Parcels branch totalled €12,376m, an increase of 5.8%. Parcel sales amounted to €1,875m. Organic growth increased by 5.7%, mainly due to the strong increase in Colissimo volumes driven by the growth of e-commerce. Revenues from the Services and Mail activities amounted to €10,501m, up €601m or 6.1%. The operating profit of the Services-Mail-Parcels branch amounted to €410m, down €85m compared to the end of December 2018. This decrease is mainly explained by the drop in Mail volumes, combined with the drop in the profit of the subsidiaries due to a revaluation of Asendia shares by €57m in 2018 and the sale of ViapostLogistiqueConnectée in 2019. The operating income of Parcels grew by 3.6%.

GeoPost branch sales amounted to €7,768m, up €491m, or 6.7% compared to 2018. The Parcel Express segment derives growth in turnover from that of volumes and price increases. The branch delivered 1,332m parcels. The New Urban Services segment saw its turnover increase by €36m, in part because of the development of Stuart in the United Kingdom. GeoPost operating profit amounted to €379m in 2019 up from €344m in 2018.

Regarding the outlook for 2020, La Poste believes the economic context will remain difficult, in the wake of previous years. The priority remains the transformation of the group within the framework of a plan of conquest, innovation and diversification.



6.  Virus Outbreak: Chunghwa Post takes charge of 75% alcohol deliveries


February 20,2020
Starting this week, Chunghwa Post is to be in charge of delivering 75 percent alcohol used as a disinfectant to protect against COVID-19, the postal company said yesterday.

The state-run firm undertook the task after it was last week ordered to deliver masks to be sold at National Health Insurance (NHI) partner pharmacies.

Taiwan Tobacco and Liquor Corp (TTLC) produces the 75 percent alcohol, Department of Mail Business and Operations head Chen Ching-hsiang (陳敬祥) said.


A Chunghwa Post driver delivers medical alcohol made by Taiwan Tobacco and Liquor Corp to a pharmacy yesterday.

TTLC would first deliver the alcohol to 23 postal service hubs, from which couriers would deliver it to the NHI’s 5,660 partner pharmacies nationwide, he said.

Chen said that each partner pharmacy would receive three boxes, each containing 24 300ml bottles of alcohol.

As alcohol is flammable, couriers would be required to deliver the boxes in four-wheeled vehicles or larger trucks that are equipped with fire extinguishers, Chen said.

They would also be told to place the boxes in plastic containers for enhanced safety, he added.

Delivering masks and alcohol would increase couriers’ workloads, but many of them feel honored to be part of national disease-prevention efforts, Chen said.

Chunghwa Post would pay couriers overtime or allow them to take compensatory days off due to their increased workload, he said, adding that it would also have to employ more couriers.

The demand for additional couriers is urgent, as from today, the number of masks to be delivered by Chunghwa Post is to increase from 1.65 million to 3.96 million per day, Chen said.

Source : http://www.taipeitimes.com/News/taiwan/archives/2020/02/20/2003731310

No 20-2020

Formulated by UNI AproPost and Logistics Sector


1.   A nation of book worms: Royal Mail reveals house and street names with literary namesakes across the UK.
March 05, 2020.


2.   Acquisitions: does Kiala fit UPS’s needs?

March 05, 2020.


3.   APWU Meets with USPS on the Spread of Coronavirus (COVID-19).March 04, 2020.

4.   Eboo - Post Luxembourg's new digital banking solution. March 03, 2020.


5.   USPS to handle historic census mailing.


1.      A nation of book worms: Royal Mail reveals house and street names with literary namesakes across the UK


March 05,2020
In celebration of World Book Day, Royal Mail has revealed the most popular literary-themed names that feature in house and street names in the UK. Potter, Dickens, Copperfield and Montague are all fashionable literary choices across the nation.

Across the UK, there are over 7,000 streets and over 25,000 house names containing literary-themed names.

Nationally, Copperfield is the most common novel-based street name, featuring in 23 postcodes across the UK. Potter Street is the most common book character occurring in street names, featuring in 78 postcodes across the UK. Montague Road and Montague Street are the most popular street names inspired by Shakespeare.

The research also unveiled literature as being one of the most common inspirations for the nation’s house names. Dickens Yard, Copperfield House and Montague Court are among the most popular literature-related houses that Royal Mail’s postmen and postwomen deliver to.

London is host to the most literature-themed house names, including Beatrix Apartments, Matilda House and Clockwork Mews. Other notable house names inspired by the world of books include The Hobbit House in Newport, Orwell House in Aberdeen, Little Snape in Tunbridge Wells, The Hamlet in Belfast and Pickwick Terrace in Slough.

Royal Mail’s Address Management Unit analysed over 30 million addresses to identify the most common literature-inspired house and street names.

Royal Mail is marking World Book Day with a special postmark, featuring the Share a Million Stories campaign message.

Steve Rooney, Head of Royal Mail’s Address Management Unit said: “Houses and streets across the UK are filled with references to literature. It is promising to see that the written word continues to have an influence on house and street names across the nation. In honour of World Book Day, we are encouraging people to get reading and to read to the children in their care, as this has a significant impact on their future.” 



2.  Acquisitions: does Kiala fit UPS’s needs?


March 05, 2020
UPS and the PUDO network Kiala should have been a match made in heaven. So why isn’t it working out that way? Analysis from Mirek Gral and Marek Różycki, Last Mile Experts, and Ian Kerr, Postal Hub Podcast.

Global logistics giant UPS has a footprint in most key geographies. But in 2012, UPS recognized that it needed a better solution to serve the European B2C market with the desired levels of efficiency. At this point it became interested in Kiala.

Kiala was founded in Belgium in 2001 by Marc Fourrier and Denis Payre, the then CEO. It started as a technology provider, with a platform that allowed e-commerce retailers to offer delivery to a convenient retail location.

Kiala management quickly recognized that its own distribution network would be the next step in its business development. To make this happen, a first investor came on board in October 2001, followed by a few other funds with a total investment of over €44m (US$49m) by 2007. Kiala was then able to build its own distribution network with more than 7,200 Kiala Points and 1,050 click and collect locations across France, Spain, Belgium, Netherlands and Luxembourg, supported by a few hubs in France, Spain and Belgium.

Shippers like H&M, Esprit and about 450 other online shops handed over up to 145,000 shipments daily to Kiala. Early in 2012, UPS, who had been observing Kiala for some time, finalized a deal to buy the company.

UPS expectations

UPS immediately started integrating the Kiala business into the UPS network, due to the lack of any in-house solution for the growing number of B2C shipments. The quickest way was to simply use the new network points as alternative delivery locations (ADL) for UPS failed first-time deliveries. By doing this UPS expected to significantly reduce the number of residential second delivery attempts, and consequently reduce last-mile distribution costs while also improving customer experience.
Customers had greater delivery choice and could collect packages on the same day as the first attempt was made, without the need to wait another day for the second delivery attempt. UPS also worked on the possibility of sending shipments through a future UPS Access Points (UAP) network and introducing a dedicated B2R product.

How did it really turn out?

Integration of this new company created some challenges. The first problem was IT. UPS, with its massive worldwide legacy system created over the decades, was not flexible to interact with the relatively new and dynamic systems at Kiala, which were built for a specific B2C and B2R product. These challenges were largely dealt with during the testing phase, using data exchange servers, which enabled the transmission of key shipment statuses with only a short delay.

The real challenge comes from a unexpected origin … customers were surprised and confused by the fact that UPS left shipments at Kiala points after an unsuccessful first delivery attempt, rather than making another delivery attempt as before. Such a situation resulted in considerable customer dissatisfaction and an increase the number of complaints.

This was not due to an inherent problem with the service but more with the fact that PUDOs were still relatively new at the time and, importantly, that UPS customers were not informed that when ordering a door-to-door shipment, they could have to collect their package from the collection point in person, let alone the reasons for and benefits of this solution.

Many customers complained, claiming that if they had known of such a change, they would have chosen a different carrier, which already offered delivery to the points, for much lower transportation costs. UPS tried to improve the customer experience by launching the ‘My Choice’ online tool, which enabled the recipient to redirect the shipment to another address.

Unfortunately, the platform had one serious drawback (which, once again, demonstrated a lack of customer-centric thinking): a long and complicated user registration process which involved receiving access details by regular mail! Moreover, the system had limited use in that a redirection of the shipment could only be made after the first unsuccessful delivery attempt.

Key learnings

In this dynamic and competitive world with growing customer expectations, it is important to consider how new solutions will affect customer satisfaction. To coin an Amazon phrase: ‘Start with the customer and work backward’. This thinking was acutely missing in the UPS process, which undoubtedly contributed to a bad customer experience. Matters were exacerbated by poor communication both prior to the project launch and once problems were being encountered.


Kiala is a sad example of an innovative and agile company being swallowed up by a large and unwieldy player with legacy systems and thinking, but without significant synergy for either party.

Moreover, while operational cost reduction is critical for the future of the last mile, it cannot be the only reason to make changes. It is important to remember that it is the customer who decides which service and at what price they will choose. So, the key aspect of change is customer satisfaction and their confidence that the service they have purchased meets their expectations.

In fact, the first stage of the Kiala network integration with UPS was more about last-mile cost reduction than customer satisfaction. The promising acquisition of Kiala with its modern solutions probably did not fully fulfill its role as expected due to limited flexibility of UPS structures and understanding of real B2R needs and IT systems interactions.

Post scriptum

Based on the latest UPS fact sheet there are more than 15,000 UAPs in Europe (24,000 worldwide). However, UPS Europe is unfortunately far away from being the preferred B2C or B2R carrier.


3.  APWU Meets with USPS on the Spread of Coronavirus (COVID-19)


March 04, 2020

The coronavirus, officially named COVID-19, originating in China, has now spread to over 65 countries including to the United States. The APWU is continuing to monitor the situation and is in constant contact with the USPS about COVID-19. The Postal Service informed the APWU on Feb. 29, 2020, that an employee tested positive for the virus.

Last week, the APWU initiated a meeting with USPS leadership to discuss their response to the virus. On March 2, APWU President Mark Di­mondstein, Industrial Relations Director Vance Zimmerman, the Directors of the Maintenance, Motor Vehicle Service, and Clerk Crafts, and the officers assigned to Article 14 met with the Postal Service and representatives of the other postal unions to discuss the Postal Ser­vice’s response and plans and the unions’ concerns and suggestions.

Postmaster General (PMG) Megan Brennan was pres­ent along with senior representatives of Labor Re­lations, Human Resources, the USPS Legal De­partment, and their incident preparedness team. PMG Brennan discussed with the unions what they are doing to help protect employees.

The Postal Service reported that they are work­ing very closely with Centers for Disease Control and Prevention (CDC), the Department of Health and Human Services, and  various state public health agencies around the country to address COVID-19.


4. Eboo - Post Luxembourg's new digital banking solution

March 03, 2020
POST Luxembourg has unveiled its new eBanking solution, eboo.

Accessible via an app on smart phones and tablets, and via the browser on desktop computers, eboo is the Successor of POST Luxembourg’s CCP Connect and CCP Mobile banking services.

Customers can check their bank balance and credit card charges, make transfers (including standing orders as well as domestic and international transfers) and recharge their Easy Visa card.

With eboo, customers can get in touch with a POST employee, either by sending them a message via secure messaging or by making a phone call. Services are available in French, Luxembourgish, German, and English.

Customers can securely open the app using Face ID, Touch ID or via a PIN. Activation of the app and completing certain transactions requires authentication via a LuxTrust device. LuxTrust is a mobile app that allows customer authentication, as well as allowing customers to validate operations and sign documents electronically.

POST Luxembourg’s previous banking interfaces “CCP Mobile” and “CCP Connect” remained accessible for a transitional period.



5.  USPS to handle historic census mailing

The Postal Service will handle one of the largest mailings in its history when it delivers 590 million mailpieces from the Census Bureau, beginning in March.

The pieces will include questionnaires, letters and postcards regarding the 2020 census, the constitutionally mandated survey that seeks to count every resident of the United States.

USPS will deliver the letters in five mailings during a six-week period, beginning Thursday, March 12. Some households will receive more than one piece.
This will be the single largest First-Class Mail mailing within a 90-day period in USPS history.

“The Postal Service’s nationwide workforce and ability to deliver to every address makes us uniquely suited to help the Census Bureau measure the number of residents in the United States,” said Chief Operating Officer David E. Williams.

The census, which occurs once every decade, is used to determine the number of seats each state has in the U.S. House of Representatives. It also aids in deciding how federal money is distributed to local communities.

This year, the Postal Service and the Census Bureau are working together to use Informed Delivery, a USPS mail notification service, to boost survey response rates.

Residents who use the digital service will be able to see images of their questionnaire envelopes before they arrive in the mail. These customers will have the option to click on the image to complete the questionnaire online.

In addition to counting the Census Bureau as an important customer, the Postal Service has benefited from census data itself.

The results of the first national head count in 1790 helped the United States determine where to establish Post Offices and the best way to transport mail to them. Today, USPS continues to use census data to ensure it is meeting the needs of its customers.

The Postal Service’s previous largest First-Class Mail mailing was for the 2010 census.