Traditional letter mail is being increasingly replaced by electronic media. This trend, in particular the one towards electronic mail delivery, will continue in the future. This development, which is being facilitated by legislation, could lead to a significant decline in mail volumes and earnings. A 1 % decrease in turnover in the letter mail segment leads to a negative revenue effect of about EUR 7m annually, which in turn correspondingly reduces earnings in the short and medium term for the most part due to the fixed cost structure of the company’s operations. There is a possibility that a change in legal regulations with regard to the delivery of government mail will put responsibility for delivering some of these mail items in the hands of competitors and not only Austrian Post.
Austrian Post is counteracting the volume decline resulting from the greater use of electronic media by developing new products and services. Diversifying business operations into different markets enables Austrian Post to more effectively spread or minimise risks in individual sectors.
One key aspect of Autrian Post's strategy is growth through selective acquisitions and partnerships. In this regard, it is important to identify appropriate acquisition targets and successfully integrate acquired companies. The opportunities and risks related to strategic investments are, to a great extent, dependent on political, economic and legal circumstances.
Struktur der Dienstverhältnisse
Ein Großteil der Mitarbeiter des Österreichischen Post Konzerns steht in einem öffentlich-rechtlichen Dienstverhältnis und unterliegt den Bestimmungen des Beamtendienstrechts. Daraus ergeben sich Besonderheiten im Zusammenhang mit der dienstrechtlichen Verwendung. Bei einem Großteil der Belegschaft kann es durch die bestehenden rechtlichen Bedingungen zu keiner Kapazitätsanpassung im Falle von Mengenverlusten kommen, ebenso ist keine Anpassung des Gehaltsniveaus an eventuell niedrigere Marktkonditionen möglich. Das Beamtendienstrecht führt insgesamt zu einer geringen Kostenflexibilität. Der Österreichische Post Konzern ist im Hinblick auf den liberalisierten Markt zunehmend mit den Grenzen der dienstrechtlichen Verwendungsmöglichkeiten für die ihm zugewiesenen Beamten konfrontiert. Die Lösung dieser Problematik nimmt im Dialog mit dem verantwortlichen Gesetzgeber eine besondere Rolle ein.
Aus Änderungen des Poststrukturgesetzes 1996 und den laufenden Änderungen des Beamtendienstrechts können sich für den Österreichischen Post Konzern, soweit diese Regelungen nicht auf die spezielle Wettbewerbssituation des Österreichischen Post Konzerns Rücksicht nehmen, zusätzliche Belastungen und unerwartete Mehrkosten ergeben, auf deren Entstehen der Konzern keinen Einfluss hat.
The above-mentioned risks are continually being monitored by the company. From today’s perspective, none of these risks threaten the continuing existence of the company.
The changes which Austrian Post faces can also lead to positive deviations from the pre-defined business targets. For this reason, risk management also focuses on identifying and managing opportunities which arise. The objective is to show opportunities and exploit potential by implementing suitable measures. The identification, evaluation, management and reporting of opportunities take place in line with the above-mentioned process.
On the one hand, the identification of opportunities is carried out by the planners in the business areas (on a bottom-up basis). On the other hand, opportunities are also verified and supplemented by the Strategy & Group Development business unit. For this reason, Austrian Post implements an ongoing evaluation of opportunities in order to be able to leverage the existing potential. A new strategic project to identify opportunities entitled “Post2016” was launched in 2013. This encompasses various sub-projects aimed at more precisely recognising potential which can be exploited. These projects are also designed to once again point out important opportunities arising for Austrian Post in the light of its four core strategic pillars.
The first strategic thrust – Defending market leadership in the core business – considers the expansion and adaptation of Austrian Post’s product portfolio in the Mail & Branch Network Division in accordance with customer requirements to be a major opportunity. Potential is leveraged on the basis of new and more attractive delivery models in the parcel segment which could evolve towards ensuring “same day delivery” or food logistics.
On the basis of the second strategic pillar – Growth in selected markets – opportunities arise with respect to Austrian Post’s strategic international shareholdings in the growth markets of Central/Eastern Europe as well as Turkey. In Germany the resolute implementation of the Good Distribution Practice (GDP) guideline opens up special business opportunities.
With respect to the third cornerstone of Austrian Post’s strategy – Enhancing efficiency and increasing flexibility of the cost structure – positive deviations from the company’s medium-term planning can be achieved and recognised as opportunities based on projects such as “Operating Excellence” and other procurement initiatives.
The fourth strategic thrust – Customer orientation and innovation – enables Austrian Post, for example, to exploit the potential derived from the expansion of its on-line offering, in new e-commerce business models or its range of services by developing new self-service solutions.