“Customer first and customer led is a core principle of any successful organisation”
Jonathan Court, Key Customer Manager, Z Energy
“Technology is the key to NZ Post’s business transformation. It can move the business from where it’s been, to where the world is going”
Senior Manager, New Zealand Post
In the past year we’ve developed and made progress towards a new organisational model, in which our frontline leaders will have greater decision-making responsibilities. They’ll be supported by a central backbone of services, with many of the day-to-day systems and processes driven by technology rather than people.
With access to tools that reduce administration time, these leaders will be able to focus on building and growing relationships with their customers and responding to service opportunities.
Implementing change on this scale requires a major investment in:
We’re now well underway with this work, with frontline leaders heavily involved in shaping their new roles and identifying the support, tools and processes they need.
Our commitment to innovation and service extended in 2015/16 to developing a range of products and services to meet our customers’ needs for speed, convenience and flexibility. For example, our parcels business launched new delivery options to make it easier for people to pick up their consignments, including:
Our digital design team also developed a number of solutions that add value to our customer relationships and have commercial potential. These included:
As we’ve done for many years, we seek every opportunity to reduce our impacts on the environment.
Our efforts do much more than tick the ‘done that’ box – we help our suppliers and customers to minimise their impacts too. For example, in 2015/16 we hosted a workshop with key suppliers on ways to work together to identify and reduce our environmental impacts, and ultimately improve our standing among our increasingly discerning customers.
A highlight of our sustainability programme in 2015/16 was the successful pilot of electric delivery vehicles in New Plymouth. This led to substantial reductions in greenhouse gas (GHG) emissions and fuel costs; in one month we saw GHG emissions in the pilot area reduce by more than 65% and fuel costs by more than 60%.
Our GHG performance can only get better as we deploy the electric vehicles in other parts of New Zealand, access the emissions-related benefits of our more energy-efficient new aircraft, and undertake other fleet-management practices that include:
Other environmental sustainability initiatives during 2015/16 included:
We also implemented a new reporting approach that enables us to measure GHG emissions on a ‘per parcel’ and ‘per letter’ basis.
Our carbon emissions increased this year on an absolute (an increase of 8.3%) and intensity per parcel (1.3%) and per letter (5.9%) basis.Three main factors influenced this increase:
The last two increases are disappointing and plans are in place to address them in the coming year. Pleasingly, we did see a reduction in carbon emissions in key focus areas: fuel use in our vehicle fleet; domestic air freight (both of which indicate we are moving items more efficiently in the network); corporate air travel; natural gas use and waste/recycling.
Official recognition of our efforts in the sustainability space during 2015/16 included:
We have been CEMARS (Certified Emissions Measurement And Reduction Scheme) certified since 2013. CEMARS certification is awarded to companies that actively work to understand and improve their environmental impacts.
We have been a member of the London Benchmarking Group (LBG) for over 5 years, a globally recognised standard designed to determine the real value and impact of corporate community investment to business and society.
2015/16 saw a strong continued decline in the number of workplace injuries requiring treatment from medical providers – an impressive 43% reduction from 508 in 2014/15 to 288 in the past 12 months.
This is a real credit to our managers and their teams, who are determined to reach our target of zero harm. In the Auckland area, 12 out of 16 mail delivery branches went 12 months injury free, a significant achievement given the daily risks of accident to our delivery agents.
Our commitment to health and safety extends beyond our employees to include contractors, suppliers, customers and members of the public, and we are conscious of the potential risks of our activities to the community. To ensure compliance with the new Health and Safety at Work Act 2015, we’ve liaised closely with WorkSafe New Zealand to check that our systems and processes align with the Act’s intent, and made sure that our delivery contractors are aware of their new responsibilities.
We have maintained our top-level ‘tertiary’ status in ACC’s Workplace Safety Management Practices programme. This recognises that we “operate a continuous improvement framework for workplace health and safety management”.
We’ve also developed an online learning module that teaches our employees how best to deal with aggressive or abusive customers.
New Zealand Post has a long and proud history of contributing to our communities through both our physical presence in PostShops nationwide and specific community initiatives. During 2015/16 these included:
Our focus on ‘innovation and service excellence’ will continue in 2016/17 through initiatives that include: