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Annual Report Magazine FY 2015

AUSTRIAN POST ANNUAL REPORT 2015 67 years. The focus is on establishing much smaller teams of about ten mail carriers, led by a so- called “playing captain”. He not only carries out management tasks but also serves as a mail car­ rier, and is thus very familiar with the everyday work of his colleagues. “Earlier a distribution manager was responsible for 25 to 30 people. The new structure enables the team leader to take much more time for each individual,” explains Georg Kues, mail carrier in Eberndorf, Carin­ thia, who has already gained experience with the new organisational structure. In turn, every ten teams are supervised by an area manager, whose job is to ensure the operational quality and effi­ ciency of mail distribution in his area. Since the start of the implementation phase in 2015, 45 de­ livery bases have already been converted to the new system, with 49 more to be added in 2016. Small teams are more tightly-knit Austrian Post expects the new system to gener­ ate a number of improvements, also for the ben­ efit of employees. Ultimately the closer proximi­ ty between employees and their executives will promote direct communication, in turn strengthening cooperation and motivation. Er­ win Käfer, Assistant to the Area Manager for Eberndorf and Wolfsberg, confirms this effect. “It is good that the team leaders will assume re­ sponsibility in the future for part of the previous duties carried out by the distribution manager. In this way, he is as directly involved with his employees as possible.” 75% of letter mail distribution in Western Eu­ rope, for example in Germany, Switzerland, France, Denmark and Norway, is already imple­ mented in line with the team organisational model. Austrian Post has optimised and expand­ ed this system for the Austrian market. New career opportunities through greater responsibility The restructuring process will open up new ca­ reer opportunities for Austrian Post employees. A total of 800 team leader, 80 area manager and 80 assistant positions will be created by 2018. Bernd Zwantschko has already begun his job as “playing captain”. He speaks from experience: “The new leadership structure puts a special em­ phasis on personal responsibility. At the same time, I continue delivering letters myself. This promotes acceptance by other members of the delivery staff, because they know I am one of them.” The former distribution manager Roland Omelko applied for the position of area manager, where he would like to make use of his previous experience. “I also want to be responsible for the THE ONLY THING LEFT TO DO IS DELIVER THE MAIL Austrian Post is putting an increasing number of electronic helpers at the disposal of its employees. User-friendliness and technical finesse ensure that these tools do not result in technological overkill but bring real bene- fits. User-friendly handhelds At the beginning of 2013, the delivery staff was equipped with mobile data recording devices. A completely revamped software interface was installed on these “handhelds” in 2015. Following this update, the devices are now much more user-friendly. They can be activated more quickly, boast a brighter display and an intuitive navigation. Revving up delivery trips Automatic sequencing saves a lot of manual work. It supports the delivery staff in putting letters for their delivery routes in the right order (also refer to page 47). This system has been in operation in all six mail distribution centres since April 2015. Smart software In May 2015 Austrian Post rolled out new transport software for its goods transport operations. Since then, it has been used to plan and schedule about 1,000 delivery trips each day. The nationwide use of this state- of-the-art software serves as the basis for enhanced transparency and flexibility. In the future, route planning will become even more efficient with the help of complex simulations. An app in any case Distribution lists, plans and reports will soon be a relic of the past at feibra. A smart phone app deployed by the Austrian Post subsidiary bundles the entire range of tasks, from planning and quality management to reporting and administration. commercial planning, performance and quality controlling of a specific area, and do my best to ensure that letters in my area are delivered more efficiently.” Optimised deployment planning In addition to the introduction of the new team-oriented organisation, a new branch office structure has also been strengthening regional responsibility at Austrian Post since February 2015. A total of 518 company-operated branch offices have been organisationally merged to cre­ ate 97 so-called “hubs” bundling regional plan­ ning tasks. The planning system is supported by software which precisely plans staff requirements and deployment in the individual branch offices based on calculated overtime. This facilitates the organisation and also reduces waiting time for branch office customers. The use of planning software is a good example of how Austrian Post employees and customers equally benefit from intelligent efficiency measures. ■ AUSTRIAN POST ANNUAL REPORT 201567

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