UNI Apro Post & Logistics
1 POSTAL NEWS No 59-2022
Formulated by UNI Apro Post and Logistics Sector
1.Liechtensteinische Post opens its first päcklebox parcel lockers. July 29, 2022.
2.GeoPost/DPDgroup reports growing half-year revenues in a challenging environment. July 29, 2022.
3.USPS looks to shed 50K employees through attrition over 10- year ‘break-even’ plan. July 28, 2022.
4.Omniva now delivers online orders to Kihnu and Ruhnu islands. July 27, 2022.
5.Australia Post wages to rise by 6.1% under landmark union inflation-busting deal. July 27, 2022.
1.Liechtensteinische Post opens its first päcklebox parcel lockers July 29, 2022
At the beginning of 2022, Liechtensteinische Post opened its first parcel lockers. Branded päcklebox, the first four parcel lockers went into operation in January and February. The päcklebox parcel lockers can be used for failed first-time deliveries, which previously were only able to be collected from Liechtensteinische Post post offices or post points. Returns can also be lodged at the parcel lockers. All four lockers are accessible 24 hours a day, seven days a week.
2.GeoPost/DPDgroup reports growing half-year revenues in a challenging environment July 29, 2022
• In a challenging environment, GeoPost/DPDgroup has recorded a solid operating performance for the first half of 2022, with a €7.5 billion revenue (+4.5% vs last year) and over 1 billion parcels delivered worldwide.
• Following a record H1 2021 due to lockdown effects, GeoPost/DPDgroup consolidates its results in H1 2022 despite a specific depreciation. • This result demonstrates the relevance of the strategic plan “Together & Beyond” implemented by the company since 2021, which is based on three pillars: expand core activities, accelerate initiatives in strategic segments and conquer new horizons. • GeoPost/DPDgroup further reinforced its ambition to lead on net-zero emissions in the parcel delivery industry. The company has submitted its decarbonization trajectory to the Science Based Target initiative (SBTi), with the objective to reach its target of net zero emissions by 2040, ten years ahead of the Paris Agreement. GeoPost/DPDgroup has navigated a complex environment during H1 2022 Following a Covid pandemic that marked e-shoppers’ behaviours and consumption over the last two years, we’ve entered 2022 by facing challenging market conditions, such as the war in Ukraine, a slowdown in consumption, rising inflation, energy cost increase and drivers shortage. • Total volumes are slightly down in H1 2022 compared to H1 2021, with 1 billion parcels delivered worldwide (-2% compared to in H1 2021) • €7.5 billion in revenue for the six first months of 2022, +4.5% from H1 2021, a record year, demonstrating the company’s capacity to adapt to market conditions • If B2C is decreasing compared to last year H1, positively impacted by lockdown effects (surge of +33% in volumes in 2021 vs 2020), B2B is growing again and exceeds pre-Covid levels, both in volumes and revenue • Also benefiting from the strong dynamism of international e-commerce, Asendia generated sales of 1,105 million euros, with organic growth of 3.4%, driven by the good performance of its subsidiary eShopWorld and in spite of the slowdown in the parcel business, particularly in Asia • In May 2022, GeoPost/DPDgroup announced its withdrawal from the Russian market, after having suspended all shipments to and from Russia in February 2022. GeoPost depreciated the assets of its Russian subsidiary by 157 M€ • Restated from this depreciation, operating profit of €460 million, vs €556 million in H1 2021, highlighting sound control of the costs in an inflationary environment “In a challenging environment, GeoPost/DPDgroup has recorded a solid operating performance. I am grateful to our teams, who have demonstrated a great ability to adjust to changing economic circumstances during the first half of the year. In this context, those first six months have also been marked by the development of strategic initiatives for us, such as out of home delivery, food delivery and sustainability” said Yves Delmas, Chief Executive Officer of GeoPost/DPDgroup. The strategic plan “Together & Beyond” latest developments In the last six months, GeoPost/DPDgroup has pursued its strategic plan “Together & Beyond”, based on three pillars: expand core activities, accelerate initiatives in strategic segments and conquer new horizons. As part of this ambition, the following projects can be highlighted.
• Out of home expansion The deployment of out-of-home delivery services is accelerating in several of the key countries where GeoPost/DPDgroup and its subsidiaries are present. The company offers now 10,000 more Pickup points than at the end of 2021, reaching almost 75,000 Pickup points worldwide. Lockers are now particularly well developed delivery and collect options, with the launch of this offer in Slovakia and in the Netherlands, and the expansion of the network in the Baltics, Czech Republic, France, Portugal, Spain and Poland These distribution services lie at the heart of GeoPost/DPDgroup's global strategy as they enrich the range of services through which the company seeks to respond to the changing needs of consumers. • Food delivery expansion In line with previous years, Geopost/DPDgroup continued to roll out its Food offering, a key pillar and a major strategic focus of "Together & Beyond". Online food shopping was one of the fastest growing segments in 2021 and 2022 is continuing the same trend. Double-digit growth in the first half of the year with +24.8% in volume and +29.5% in revenue thanks to the rapid development of the company's food delivery platforms: SEUR Frio in Spain, Chronofresh in France, DPD fresh in Belgium and BK in the Netherlands. GeoPost/DPDgroup will accelerate its strategy in the food segment by expanding its temperature control offer in new countries such as in Poland, Lithuania, Portugal and Italy. • In line with its strategic plan, the company finalized acquisitions GeoPost/DPDgroup finalized the acquisition of City Sprint, UK's leading Same Day Delivery Network, and CitySprint announced its acquisition of Eco Speed, the major independent and Manchester-based same day courier company. GeoPost/DPDgroup increased its share in the capital of Aramex from 24,9% to 28%, Aramex being an international parcel delivery network in the Middle East, Asia, Africa and Oceania. Last, eShopWorld (ESW), a leading global ecommerce enabler, subsidiary of Asendia, announced the acquisition of Scale fast, a Los Angeles-based, end-to-end ecommerce solution provider. • GeoPost/DPDgroup makes landmarks commitments in sustainable delivery In July 2022, GeoPost/DPDgroup has submitted both a near-term 2030 decarbonization and an ambitious long-term 2040 net-zero target for approval by the Science Based Target initiative (SBTi). This milestone underlines GeoPost/DPDgroup’s objective to lead on netzero emissions in the European parcel delivery market. As a pioneer in its sector, the company is taking decisive action to achieve net-zero emissions by 2040 and commits to reduce its scope 1, 2 and 3 greenhouse gas (GHG) emissions by 43% by 2030 and 90% by 2040 from a 2020 baseline – 10 years ahead of the Paris Agreement. GeoPost/DPDgroup expects to have its decarbonization trajectory validated by SBTi by Q1 2023. This important new milestone is in line with La Poste Groupe’s objective to reach net-zero emissions before 2050. In parallel to that, GeoPost/DPDgroup continues to deploy its low emission vehicles fleet across Europe: as of 30 June 2022, 6,347 low emission vehicles have been deployed in 231 European cities, along with nearly 2,700 charging points and 118 urban depots.
3.USPS looks to shed 50K employees through attrition over 10- year ‘break-even’ plan July 28, 2022
Postmaster General Louis DeJoy says the Postal Service may need to reduce its employee headcount by 50,000 positions, as the agency looks to consolidate its network of facilities that process mail.
DeJoy, speaking at the American Enterprise Institute on Wednesday, said he plans to consolidate 500 facilities that USPS processes and moves mail through down to about 65 or 75 regional hubs. DeJoy said he’s “committed to a stable workforce,” and is working with postal unions on this effort, but will easily manage any headcount reduction through normal attrition, which results from employees retiring or leaving the agency. “Right now, to get to break-even, I think we may need to get 50,000 people out of the organization. But that’s OK, because over [the next 10 years] 200,000 people leave the organization for retirement. So we’re going to be a hiring organization,” DeJoy said. “We need to be good at retention, we need to be good at recruiting people, and we’re doing a lot of different activity around there.” DeJoy told reporters following the event that the Sort and Delivery Centers that USPS is creating to consolidate operations will be a mix of new construction and renovations to existing plants. “We’ll take equipment out, we’ll rearrange it into a logical sequence within the plants. We basically do seven different functions — package destinating processing, package originating processing, destinating mail processing — and we will configure them appropriately once we get into the region,” DeJoy said. Among the facilities that face consolidation, DeJoy said USPS will close 150 annexes — about 40 of which USPS opened to support a surge of packages during the peak holiday season at the end of last year. “We’re going to shed those, and this is going to take four years or so to really happen,” DeJoy said. DeJoy said the USPS Sort and Delivery Centers will have enough space, docks and mail processing equipment to operate more efficiently than its current infrastructure. He said USPS will construct new Sort and Delivery Centers in Atlanta, Indianapolis and Charlotte, but will also convert some existing facilities. “We’re actually opening all our closed plants. We have like 1,000 plants that are just sitting around, and we’re converting and putting a lot of money into it, and making them launch delivery units and package processing operations,” he told reporters.
USPS gets $3B for electric fleet in reconciliation deal Meanwhile, a reconciliation deal announced Wednesday evening by Senate Majority Leader Chuck Schumer (D-N.Y.) and Sen. Joe Manchin (D-W.V.) would give USPS $3 billion to purchase electric vehicles and charging infrastructure.
A bill summary describes the $3 billion USPS spending as part of a larger $9 billion investment in “federal procurement of American-made clean technologies to create a stable market for clean products.” The funding from Congress would give USPS greater purchasing power for an electric fleet, compared to what the agency could afford on its own. USPS recently announced that it will, for now, only plan to buy the 50,000 next-generation delivery vehicles (NGDVs) it ordered in March, the minimum outlined in its contract with Oshkosh Defense. The agency, however, now ensures no less than 50% of those custom-built vehicles will be electric vehicles. To replace its aging vehicle fleet more immediately, USPS plans to purchase 34,500 commercial off-the-shelf (COTS) vehicles over a two-year period. “We’re interested in COTS, we’re always searching for better ways. We’ll evaluate that, but having a special purpose-built vehicle that you have gone through a two-and-a-half, threeyear diligence process to design matters,” DeJoy told reporters. All told, USPS expects 40% of these 84,500 vehicles will be electric. However, DeJoy said commercial electric vehicles remain in short supply. “If I went out today and said, ‘Alright, I’ve got $2 billion, $3 billion, I want to buy electric vehicles,’ you know how many I’d buy? Two, because they’re not available,” he said. DeJoy told reporters that this vehicle acquisition strategy gives USPS more flexibility to purchase electric vehicles “as the market develops.” “It doesn’t mean we won’t buy more. It just means we evaluate every year,” DeJoy told reporters. DeJoy has repeatedly said USPS will buy as many electric vehicles as it can afford, but said the agency urgently needs to replace its aging fleet. “The vehicles weren’t getting younger. We’ve got people that are told not to put the vehicle in reverse when you go out to deliver. They’re burning up on the streets when you’re out there,” DeJoy said. DeJoy said USPS through a 10-year reform plan has decreased its forecasted losses over the next decade by $90 billion, more than halfway toward its goal of breaking even. “The ball is now in our court to affect the operating and marketing changes we need to accomplish the transformation. We have now begun to change the direction of the Postal Service. We are a better organization in a better financial position than we were just a year ago,” he said. DeJoy said USPS has gone through a “transformation out of a crisis, to a status of stability, then onto a successful trajectory,” since he took office in the summer of 2020. DeJoy said two years ago, USPS had a 45% turnover rate for its pre-career workforce, and trucks traveling between processing plants and post offices were running 30% full, requiring “significant overtime and the requirement of herculean efforts to do the simplest of things.
DeJoy said USPS was also maintaining a vast retail network, despite the average American only visiting a post office about two times a year. ”All of these elements of erosion were not stagnant. They weren’t frozen at that particular point in time when they showed up. They were metastasizing at a rapid pace, leading to the continued failure of our service and the near-term financial destruction of the United States Postal Service,” DeJoy said. DeJoy said USPS has received a ”great deal of pushback” on higher mail prices, as well as a new service standard that slowed the delivery of nearly 40% of first-class mail. However, he said it will take several years for USPS to ease up on higher rates, given the rate of inflation and a “defective pricing model” that didn’t fully cover USPS costs for nearly 15 years. “I think we’re going to be just fine with the speed. I don’t believe in dying slow deaths. The people that are going to leave the Postal Service because of electronic and digital communication will eventually leave the Postal Service,” DeJoy said. “I needed to get ready for a Postal Service 10 years from now. And I tell the mailers this, ‘You guys have short-term goals. I don’t.’”
Source : https://federalnewsnetwork.com/workforce/2022/07/usps-may-need-50k-feweremployees-under-break-even-plan-dejoy-says/
4.Omniva now delivers online orders to Kihnu and Ruhnu islands July 27, 2022
Residents of Kihnu and Ruhnu will now be able to order their e-shop purchases to the island, as Omniva will start offering a virtual parcel delivery service from 1 August.
Ordering parcels to the island and receiving them is easy and convenient. The price of ordering a parcel to the Kihnu and Ruhnu parcel delivery point is the same as the price of ordering to other Omniva parcel terminals. A similar solution has also been available on the island of Vormsi since March. The smart service was quickly taken into active use: in the first month, parcels were ordered to the island nearly 100 times. How to use the virtual parcel delivery service? 1. Add the products you want to order to your shopping cart. 2. Choose the Omniva parcel machine as the delivery method. 3. Select the correct delivery option from the list of parcel machines. 4. When the parcel has arrived on the island, you will be contacted by the courier by phone. 5. The courier will deliver the parcel within the agreed time. You can also return the parcel on the island, if necessary. To return the parcel, call a courier. Returning is free of charge if the nearest post office is more than 5 km away. To request a courier, call 661 6616, email email@example.com, or fill in the online form. You can also return it via your local postal station with the help of a customer service representative.
5. Australia Post wages to rise by 6.1% under landmark union inflation-busting deal July 27, 2022
As members are well aware, off the back of a faster than expected economic rebound – inflation is soaring.
When we wrapped up EBA10 negotiations last year, members overwhelmingly voted in favour of the Agreement – breaking records in both voter participation and levels of support. And for good reason –EBA10 locked up important job security provisions, introduced new allowances and carved out the process to dismantle ADM. All this whilst delivering a market-leading 3% per annum wage rise – the highest public sector wage rise seen in years and double that of the Australian average. At the time of voting, the nation’s leading economists had predicted inflation to rise to 1.75% by the end of 2021 – and to peak at 2.5% by the first quarter of 2023. Members had overwhelmingly supported their EBA in good faith, expecting that the agreed wage increases would ensure their families’ economic positions would not worsen – but improve. Moreso, members had campaigned hard for a fitting economic reward off the back of working through some of their most trying times, during the worst pandemic our world had seen in one hundred years. However, by November, inflation had already hit 2.75%. As economists scrambled to adjust their forecasting, the Union sought urgent discussions with Australia Post around wages. Particularly, the Union was seeking a solution that ensured members and their families would not be sent backwards. To Australia Post’s credit, negotiations were quick and fruitful and an additional commitment was quickly secured. Specifically, this new commitment ensured that EBA10 wage rises would increase by CPI, or the 3% provided by the Agreement – whichever was greater in the current quarter. Today’s official quarterly announcement saw the CPI rate jump to 6.1%. In accordance with the agreement reached between the Union and Australia Post last year, the scheduled wage movement payable under EBA10 in the first pay period of September will see an increase of 6.1%. This important outcome guarantees that members will not be left behind being unable to keep up with the cost of living, as inflation soars.
This was an incredible outcome to be reached outside the bargaining period and one which would certainly not have been secured without the strong density of our Union’s membership across Australia Post. It is important that we continue to grow in strength at Australia Post, to continue delivering the best possible outcomes for our members and their families. Each and every member is critical to maintaining, and building, the strength of our Union at Australia Post.
1 POSTAL NEWS No 60-2022
Formulated by UNI Apro Post and Logistics Sector
1.Royal Mail “determined to lead” on the environment. July 29, 2022.
2.The battle for retroactive pay is on! July 29, 2022.
3.DHL Express breaks ground on Munich Airport gateway facility. July 28, 2022.
4.Total responsibility assumed for one week. Post apprentices are responsibly managing the branch at Wiener Rochusplatz. July 27, 2022.
5.Accelerated climate action. July 27, 2022
1.Royal Mail “determined to lead” on the environment July 29, 2022
Royal Mail today announced it has passed the milestone of 3,000 electric vehicles across its delivery and collection fleet. The roll-out includes many cities where low emission zones are in force, including London, Bristol, Glasgow, Cambridge and Oxford.
The 3,000th electric vehicle was deployed at Peterborough Delivery Office, where Royal Mail CEO, Simon Thompson and MP for Peterborough, Paul Bristow, made a visit to see the see the fleet in operation. Peterborough Delivery Office currently has 106 vehicles on site with all delivery and collection functions operated by a fully electric fleet. So far, 70 delivery offices across the country have made the transition to move to either full or part electric deliveries and collections. The first site that went live with an all-electric fleet was Bristol in June 2021 and the most recent go live with the expectation to achieve 100% electrification is Letchworth who started the journey in July 2022. Simon Thompson, CEO, Royal Mail said: “Environment is the next battleground for businesses, and we are determined to lead. We already have the lowest emissions per parcel and have set an ambitious target to reduce to 50 gCO2e, about the same as having a cup of tea with milk. The transition to electric vehicles is a key part of our strategy to reduce our emissions whilst delivering a seven-day parcel service to our customers. “We now merchandise the emissions per parcel for every delivery on the Royal Mail App, so customers can understand the impact of their order on the planet. As a business we are leadingthe change to achieving a more sustainable future for our fleet and our planet – with our colleagues on the frontline championing the vehicles and the move to an all-electric fleet.” Jane Hunt MP, Parliamentary Under Secretary of State (Minister for Small Business, Consumers and Labour Markets) said: “In expanding its EV fleet to over 3,000 electric vans, Royal Mail is going the extra mile to decarbonise our roads and help create a more sustainable future for the delivery sector. “Thanks to government investment, the UK has a leading position in the design, manufacture, and use of zero emissions vehicles, which helps to stimulate employment, investment and export opportunities. It is great to see more businesses like Royal Mail taking advantage of this by making the switch to electric.” Paul Bristow, MP for Peterborough said: “I loved driving this electric vehicle today at the Royal Mail Delivery Office and Mail Centre in Werrington. It’s important the Royal Mail invest in electric vehicles as they are better for their staff as well as the environment. “The last time I was at the office I was collecting a letter so to see everything behind the scenes was brilliant. Thank you to all the hard-working staff and our posties!” In addition to the vehicles already in use, the business is announcing a deal signed for a further 2,000 electric Peugeot vehicles. The new vehicles comprise 1000 Peugeot Partner and 1,000 Peugeot Expert models and are due to be delivered to the business from August as part of the company’s plans to have 5,500 EVs by Spring 2023. Peugeot UK Managing Director, Julie David, said: “Peugeot began its relationship with Royal Mail in 2009 and I am incredibly pleased that we can continue this support with models from our award-winning electric van range. The Peugeot e-Partner and e-Expert make no compromise on useful volume or practicality compared with the diesel versions, whilst offering all the advantages of: lower running costs, ease of driving, immediate throttle response, high torque and the absence of noise, vibrations and tailpipe emissions. With every van in our range already benefitting from an electric version and every car offering an electrified variant by 2024, we look forward to continuing our support of the Royal Mail and its ambition for a greener future.” The expansion of alternative fuel vehicles demonstrates the company’s commitment to reducing emissions associated with its operations, and to delivering a cleaner future. Royal Mail already has the lowest reported CO2e emissions per parcel amongst major UK delivery companies, and boasts a unique, “Feet on the Street”, network of over 90,000 postmen and women, with three quarters of parcel deliveries are made purely by foot or through a park and loop method, combining low mileage van movements and on-foot delivery, keeping emissions low. With lower maintenance requirements, the electric fleet promises more on-road time and higher levels of reliability. They can travel up to 130 miles in-between charges, depending on vehicle type, weather and load-size. The fully electric vans have up to 38% larger load space than the vehicles they have replaced, giving them additional capacity to deal with growing parcel volumes. With lower maintenance requirements, the electric fleet promises more on-road time and higher levels of reliability.
Source : https://postandparcel.info/149270/news/e-commerce/royal-mail-determined-to-leadon-the-environment/
2.The battle for retroactive pay is on! July 29, 2022
This is an important update on our retroactive pay from the 2021-24 contract and a call to action on securing your hard-earned pay at the earliest possible date.
The terms of the new 2021-2024 Collective Bargaining Agreement between the Postal Service and the American Postal Workers Union were ratified by the APWU members on February 28, 2022. The new contract included a number of important changes to our wages and pay structure. The payroll changes are a two-fold process. First Stage: All the new wage and pay changes need to be programmed, calculated. These included, but were not limited to, the: • November 20, 2021 wage increases of 1.3 percent • Sixty-three cents/hour COLA, effective Feb 26, 2022 • Additional 1 percent pay raise for PSEs (who do not receive COLA) effective Nov. 20, 2021 • Fifty cents/hour increase for the PSEs effective April 9 2022 • New pay scale for Grade 11 effective September 25, 2021 Second Stage: Calculate the retroactive pay back due to eligible employees and properly distribute to the employees. • The large-scale payroll system changes must be made and placed into effect before the retroactive payments can be properly calculated and distributed. • The above payroll changes were made effective June 4, 2022 with the exception of the extra fifty cents/hour due the PSEs. That management error has now been corrected. The implementation of these changes was approximately 90 days after the new contract was ratified. This is in line with the time it has taken in the past following effective dates of new Collective Bargaining Agreements. What is not acceptable is that management has not yet produced a firm date on when the retroactive pay will be distributed in our pay checks. “We have made it crystal clear to management that this is money that has been earned by and belongs to the workers,” shared APWU President Mark Dimondstein. “We will not accept any management excuses and delays.” “With no firm and reasonable date provided by management, every APWU member, from the national President to the newest hire, is prepared to secure what is owed to the workers,” said Industrial Relations Director Charlie Cash. “We have been in almost daily contact with management and, if this issue is not quickly resolved, the APWU is prepared to file all necessary grievances, demand interest, cash advances, explore legal remedies and invoke collective actions.
Be assured that the lack of a firm date for when you will receive your retroactive pay lies squarely on the managers and executives of the US Postal Service. It is the APWU’s position that the programming and payment of retroactive pay should be the number one programming priority -- And it must be all hands on deck until completed! The APWU will continue to update everyone on the next steps we are taking and if a date for the retroactive pay has been established.
3.DHL Express breaks ground on Munich Airport gateway facility July 28, 2022
DHL Express Germany has begun construction of its €104m (US$106.1m) Munich Airport facility in Germany, with relocation to the new site scheduled for 2024.
The building will have a gross floor area of approximately 11,000m2 , almost seven times larger than DHL Express’s current facility at the airport’s cargo center, and is being built on land leased from the airport operator, Flughafen München (FMG). Once operational, the airside access will enable aircraft parked on the apron to be reached directly from the new building. The gateway also has two pickup and delivery (PUD) fingers, at which up to 65 delivery vehicles can be handled simultaneously. For customers in the Landsberg-Ingolstadt region in particular, this is expected to translate into faster pickup and delivery times. The facility will be equipped with a photovoltaic system that generates 100kW peak to power the building’s services, servers and computers. Heat pumps, supplemented by the airport’s district heating system, will provide heat to the building. Plans also exist for 32 e-vehicle charging stations at the PUD fingers, two charging points for apron vehicles, and charging points at the employee parking lots. At the DHL Express facility in the nearby town of Unterschleißheim, 10 e-vehicles are already in operation, with more set to join them soon.
Currently, 72 employees are employed at the Munich gateway, and this is set to double in number in the new facility, with staff moving into the new building on its commissioning. Meeting Transported Asset Protection Association (TAPA) security standards, the facility will also receive TAPA Class A certification, which is globally recognized as the highest airfreight security standard. The new Munich Airport gateway facility is part of an extensive DHL Eacility at Munich Airport represents the next important step in our infrastructure plan and enables us to prioritize our customers by offering them an improved service.” State Minister Dr Florian Herrmann, Member of the Bavarian Parliament and Head of the Bavarian State Chancellery, said, “This is the groundbreaking ceremony for a win-winproject: for DHL Express, Munich Airport, for Bavaria and for the people who want to reliably send and receive urgent shipments worldwide. With the new express center, DHL is setting standards in logistics and sustainability. Munich Airport is an engine for the region and for Bavaria as a whole.” Jost Lammers, CEO of Flughafen München, added, “The groundbreaking ceremony sends an extremely important signal for the future development of Munich Airport. We see enormous potential in terms of air freight and express services. The strong commitment DHL Express is making represents a sure sign of its confidence in the location. Bavarian businesses will benefit greatly from the gateway, with its highly efficient logistics offerings and wide range of airfreight destinations.”
Source : https://www.parcelandpostaltechnologyinternational.com/news/logistics/dhl-expressbreaks-ground-on-munich-airport-gateway-facility.html
4.Total responsibility assumed for one week. Post apprentices are responsibly managing the branch at Wiener Rochusplatz July 27, 2022
"Lezzz Go Apprenticeship Branches" is the motto under which 14 talented junior employees of the Austrian Post in Vienna take over the management of a post office in Vienna, later this campaign will also be continued in branches in Salzburg and Graz.
The apprentices can put their talents to the test in a wide variety of positions: from branch management to personal customer advice and support in the selfservice zones to independent sales of merchandise. Customers can expect a special service from which DI Dr. Georg Pölzl, General Director of Österreichische Post AG, Claudia Plakolm, State Secretary for Youth, Erich Hohenberger, District Manager of Vienna's 3rd district and Mario Derntl, BA, MBA, Managing Director of zukunft.lehre.Österreich, were all convincing in person at the post office on Rochusplatz. After the start in Vienna (July 25th to 29th), the campaign of the apprentice branches will be held at two other locations in August this year in Salzburg (August 16th to 19th, Residenzplatz 9) and Graz (August 22nd to 26th, Andritzer Reichsstraße 37a) continued. “Apprentices are given targeted support at Austrian Post. With the apprenticeship branches, we are creating perspectives for the professional future and showing the exciting opportunities that Austrian Post offers in its branch network for future top performers. I am very pleased that this great campaign can take place again this year after a two-year break due to COVID19," says DI Dr. Georg Pölzl, Director General of Österreichische Post AG. For State Secretary Claudia Plakolm, “apprenticeships are also a model for success because young people take on responsibility from day one. This means that all doors are open to them later, from a career as a highly trained specialist to an entrepreneur. Projects like the post office for apprentices are the best proof that our apprentices are the best prepared employers of tomorrow.” According to zukunft.lehre.austria Managing Director Mario Derntl, BA, MBA, young people need “appreciation, trust and an employer who will give them opportunities for selfdevelopment. The apprentice branches of POST AG are a great example of this and should serve as a role model to emulate”. According to the district manager of Wien-Landstrasse, Erich Hohenberger, “Austrian Post’s apprentice branches are a good example of what apprentices can do if you trust them. Supporting apprentices is a very important topic for us in Vienna's 3rd district, so I'm particularly pleased that the branch at Rochusplatz was chosen for this project.”
Apprentices develop trust in their own skills With this special training program, Swiss Post offers selected apprentices the opportunity for a week to take over the management of a post office themselves and to experience both joy and the challenges of responsibility. Apprentices not only gain important experience, but also strengthen their skills and develop confidence in their own abilities. They should be introduced to correct management behavior, the necessary conscientiousness in everyday work and sustainable action as early as possible. Particular attention is paid to competent and friendly advice. However, the apprentices in the branch are not completely on their own: trainers are available to advise and promote the potential of the young people on site in a targeted and individual manner. Sweet ice cream, photo machine and wheel of luck It's not just the young professionals who benefit, the Viennese apprenticeship branch also offers customers additional added value with attractive campaigns: In addition to ice cream and a wheel of fortune with great prizes, there is also the opportunity to use a photo booth to buy stamps and postcards with your own to create photo. Career in yellow: post training almost 200 new apprentices this year Austrian Post is currently looking for almost 200 new apprentices. The leading logistics company is offering a total of eight different apprenticeships this year. The focus throughout Austria is on retail salespeople and local and distribution logistics specialists, but Post also trains apprentices in the areas of electrical engineering, IT and purchasing. In addition to future-proof training in a successful company and a modern working environment, Swiss Post also offers apprenticeships with a high school diploma. In addition, Swiss Post pays for the driver's license for all apprentices who stay with the company for two years after successfully completing their apprenticeship. Depending on the apprenticeship and apprenticeship year, the apprenticeship allowance amounts to EUR 721 to 1,347 per month. Teaching will start in September 2022.
Source : https://news.post.at/presse/de/post/id/1753447 Note: The original article was written in Germany and the above article is an automatic translation
5.Accelerated climate action. July 27, 2022
There is a difference between necessary and urgent, and Spain’s Correos is encouraging its customers to rethink the urgency of their overnight deliveries by choosing “Responsible Deliveries,” an option that takes more time and yields environmental benefits.
“We live in an instant world, and we understand that sometimes customers need their goods almost instantly,” said Elena Fernández-Rodríguez, Director of International Affairs andSDGs. “However, other times, we, as consumers, could perfectly wait two or three days. This ‘impatience,’ has an impact on our environment.” Responsible Deliveries allows Correos to consolidate deliveries in the most efficient way, with fully loaded vehicles, which significantly reduces emissions. Customers receive their packages within two to three days rather than 24 hours. The post chose to launch the initiative in November 2020, the week of Black Friday, which is known as the start of the Christmas shopping season, to drive home the message that slower delivery is sometimes the best option. Fernández-Rodríguez said that, in Spain, 62 per cent of Black Friday purchases will be given one month later, at Christmas. “So, in most cases there was no need for fast deliveries,” she said. Responsible Deliveries works with already existing services, but the challenge has been to raise the “green” added value, she said. That challenge has been met with its motto: “Not everything is urgent, but taking care of the planet is.” “We know that we are proposing a cultural change and it will take time,” she said, but the effort falls in line with other trends, such as “slow life,” a movement that promotes a less hectic lifestyle, with more responsible and sustainable consumption. “This ‘controversial’ attitude received a very positive response from the media, customers, and society,” Fernández-Rodríguez said. Once customers are informed of more conscientious ways to ship their parcels, customers tend to relinquish the need for immediacy to embrace the more environmentally sound approach, she said. Correos was acknowledged for its initiative with the “Transformation to a Sustainable Economy Expansion” Award, organized by the Spanish economic newspaper Expansión, Bankinter and KPMG. Additionally, Correos added emissions compensation to the Responsible Deliveries option after its emissions compensation programme of 2020 was named the most innovative project of the year by the Postal Union for the Mediterranean (PUMed). Looking ahead to 2030, Correos aims to be carbon neutral. In addition, the post aspires to become "zero waste" and to have 50 per cent alternative technologies in its fleet. “Companies, especially big platforms, are increasingly offering faster and ‘free’ deliveries,” Fernández-Rodríguez said. “I believe that these strategies are harming both the people and the planet. We all need to reflect on the hidden cost that a generalized ‘free and quick delivery’ have both on people, especially on working conditions and taxes paid, and on the planet, through emissions and congestion.”
Source: https://www.upu.int/en/News/2022/6/Correos-Slower-deliveries-for-acceleratedclimate-action#. YuEaxY31hio.twitter