Distance sellers have the option of directly enclosing the return label with small consignments of up to two kilograms. Alternatively, distance retail customers can download the prepaid label from the internet if required. The cost of customer returns is borne by the distance seller. The benefit is that customers will feel encouraged to order from a distance retailer abroad knowing that the goods bought can be returned or exchanged free of charge.

Distance retailers using Swiss Post International UK will now have a commercial advantage over their competitors, said the company.

Paul Taylor, chief executive of Swiss Post International UK, said: “We’re always looking for ways that we can improve on the services we offer our clients. The returns solution means that our clients can provide an even better customer service, which hopefully means greater revenue generation for them and higher customer retention.

“We have also been able to offer free returns of small goods in countries where such services are not yet common practice.”

The flexibility of the solution means that consumers can return small goods parcels from any post office, using the return label. It is also possible to post parcels direct at any local post box, avoiding the inconvenience of having to travel and wait in a queue at a post office counter.

Distance retailers can currently offer the new returns solution to customers in the following European countries: Belgium, Denmark, Germany, Finland, France, Greece, Ireland, Latvia, Luxembourg, the Netherlands, Sweden, Slovakia, Slovenia, the Czech Republic and Hungary. For returns from Iceland, Norway and Switzerland, distance retail customers additionally need to complete the non-EU customs declaration (CN 22) - obtained online or from a post office - and affix this to the returned goods parcel.

Controversial plans to privatise Royal Mail were originally floated by the previous Labour Government last year, but former business secretary Lord Mandelson put the move on hold due to the turbulent economic climate.

Now the coalition government will push ahead with the strategy after Hooper’s latest report highlighted the need for ‘urgent action” - stating that the universal postal service can only be maintained by an injection from the private sector.

Cable said: “Royal Mail is facing a combination of potentially lethal challenges - falling mail volumes, low investment, not enough efficiency and a dire pension position.

“We will come forward with new legislation in the autumn. It will draw heavily on Hooper’s analysis and recommendations and the government’s wider objectives, including the need for employees to have a real stake in the future of the business.”

The Communication Workers Union (CWU) condemned the plans and said it will fight the “politically motivated” move by all means. The Union said privatisation would devastate the postal service and lead to higher postal charges.

Billy Hayes, CWU general secretary, said: “Privatisation is old politics. It’s the failed politics of history which brought disruption to Britain’s utilities and railways and astronomical prices for consumers. Dangerously in this case, we fear the government may also be plotting to seize the pension assets.

“Privatisation would be devastating for Royal Mail and the whole country’s postal services. The universal service has been a key part of the UK post for 170 years but because it isn’t the profitable element of mail, the privatisation will put it at risk.”

Dave Ward, CWU deputy general secretary, added: “Everyone’s a loser if you privatise the Royal Mail. Jobs and services will suffer and customers will see prices soar.

“We’ve put in place a detailed and fully funded modernisation programme which is dramatically transforming Royal Mail. Why does the government want to threaten the stability and capital of this programme when it’s proving a major success?”

Hooper’s latest 50-page report, which follows-up on 2008’s original, proposes that the government should take over the company’s £8bn pension deficit to relieve the national operator.

Hooper said: “The introduction of private sector capital is by itself far from sufficient to secure the future of the universal postal service. Its future depends just as much on resolving the closely connected issues of the pension deficit and the need to transform postal regulation.”

The coalition government is also said to be supporting Hooper’s proposal that staff should be given a stake in the company after its privatisation or sale. “It is important that any future employee ownership scheme should be taken forward with the aim of achieving the culture change that is needed within Royal Mail. If it does drive culture change, employee shares could be a powerful force in supporting the company’s modernisation and future success,” Hooper added.

In response to the Hooper report, Nick Wells, CEO of TNT Post, called for tougher handling of Royal Mail affairs by the necessary regulators.

“A strong postal regulator is essential to counter the monopolistic strength of Royal Mail. Postcomm has done a reasonable job so far, but it has not been tough enough on Royal Mail on some issues that will enable true competition to take place in the UK.

“It is important that the proposed new regulator, Ofcom, is firm and fair and has the detailed market knowledge and expertise necessary to supervise the currently monopolistic postal market,” Wells added.

What are your thoughts on the plans? Would privatisation prove to be a positive or negative move? Please comment below…

It was the news we all knew was coming - it was more of a case of ‘when’ than ‘if’. But today was the day the UK government said Royal Mail is to be privatised or sold. Business secretary Vince Cable made the admission after receiving updated recommendations from businessman Richard Hooper. The coalition government will push ahead with the strategy after Hooper’s latest report highlighted the need for ‘urgent action” - stating that the universal postal service can only be maintained by an injection from the private sector. Cable said: “Royal Mail is facing a combination of potentially lethal challenges - falling mail volumes, low investment, not enough efficiency and a dire pension position. “We will come forward with new legislation in the autumn. It will draw heavily on Hooper’s analysis and recommendations and the government’s wider objectives, including the need for employees to have a real stake in the future of the business.” The Communication Workers Union (CWU) condemned the plans and said it will fight the “politically motivated” move by all means. To read the full story, click here.

There was terribly sad news from the UPS last week when two UPS crewmembers died after a cargo plane crashed near Dubai. Captain Doug Lampe and first officer Matthew Bell lost their lives when their 747-400 crashed near Dubai International Airport shortly after take-off last Friday. The aircraft was bound for Cologne. “This is a terrible tragedy, and all of us at UPS extend our deepest sympathies to the families and friends of both of these crewmembers,” said UPS CEO Scott Davis. “Our thoughts and prayers will continue to be with them during this difficult time.” The UPS Family Assistance Team is working with the victims’ families to help them in their time of need. Captain Lampe, 48, had been with UPS since 1995. First officer Bell, 38, has been with UPS since 2006. Both crewmembers flew out of UPS’s Anchorage, Alaska domicile, or pilot base. Post&Parcel wishes both families well.

TNT announced this week plans to invest €170m over the next few years to strengthen its presence in the Chinese domestic road delivery market. The investment will enable TNT Hoau, TNT’s road distribution arm in China, to enhance its day-definite road distribution network, introduce new services, and hire additional staff. For the first half of 2010, sales of TNT Hoau’s day-definite service exceeded those of the entire year of 2009. Service coverage expanded early 2010 to 26 of the biggest cities in China. The day-definite network now covers 800 depots throughout China, with a concentration on the major economic regions, including the Yangtze River Delta, the Pearl River Delta, and the Bohai Bay. The on-time delivery rate is 99%.

And finally…

“Happy Birthday to us, Happy Birthday to us…”

This very website went live a year ago today, and since then we have provided leading industry news, in-depth articles, one-on-one video interviews, event reporting, and filmed coverage from popular conferences such as World Mail & Express Europe, World Mail & Express Americas and the Mail & Express Delivery Show.

So far, Post&Parcel has provided more than 2,000 entries consisting of breaking news stories in the mail and express sectors, in-depth features, interviews with leading industry figures, and video streams. In addition, all of our published content has been distributed daily and weekly via an e-mail newsletter to our loyal recipients - giving readers easy access to the latest developments around the world. But the hard work as only just begun. If you haven’t already done so - please subscribe using the subscription box on the homepage.

Post&Parcel editor Chris Dolan said: “We are very proud of what the portal has achieved to date. Now, as the mail and express industry enters a new era - prompted by the e-commerce boom, technological advancement, and expanding retail and financial services - we hope that Post&Parcel grows with it. The next year will be very exciting as we look to improve our current service, adding to what is already an essential industry tool.”

Furthermore, we are on the look out for industry commentators across the world to provide analysis and news for Post&Parcel - as the website aims to expand its global presence.

If you would like to contribute to Post&Parcel in any capacity - either supplying us with news, writing a feature, being interviewed, blogging or idea generation - please feel free to contact Chris Dolan (chris.dolan@triangle.eu.com)

Views from across the industry:

Paul Ridden, managing director of Skillweb: “Post&Parcel offers the ideal means of keeping up-to-date with the latest developments in the marketplace. Not only does it make for an interesting read, but also provides an effective way of publicising our latest company news and industry successes.”

Tubbs Rooprah, managing director of Keymail UK: “KMUK was first introduced to Post&Parcel through Triangle Management Services, who we have been supporting for many years. One of the most benefiting factors we found through Post&Parcel was the ability to reach out and also to convey gathering for networking and other events. I have found this to be a good platform, not to mention the information/updates it provides to businesses like us and the industry. The editorial is very helpful and they are always there to support the industry in more ways than one. Well done and keep up the good work to all involved.”

Charles Prescott, editor of The Prescott Report: “Post&Parcel has a well-deserved right to toot its own horn… The Prescott Report looks forward to continuing to collaborate with this excellent resource.”

Tom O’Connor, managing director of Ctrack: “Congratulations to Post&Parcel. The mix of up-to the-minute news and in-depth features means there is always something of interest for businesses operating within the mail and express sectors.”

Dan Derry, managing director of OPS Logistics: “Post&Parcel has become an essential part of daily life; insightful, informative and relevant - enabling me to keep up-to-date on events, innovations and changes within the market. It is definitely one to be bookmarked on the web browser.”

TNT will remain included in the DJSI Europe and DJSI World, comprising more than 300 companies that represent the top 10% of the leading sustainability companies in the Dow Jones Global Total Stock Market Index.

Peter Bakker, CEO of TNT, said: “It fills me with pride that TNT again attained the position of Supersector leader for Industrial Goods and Services in the Dow Jones Sustainability Index. We regard this award as an independent recognition for our fundamental belief that corporate responsible business is not a fad for prosperous times, but is there to last. And perhaps most important of all, it is the best possible appreciation for the people at TNT who are putting their heart into our numerous corporate responsible efforts.”

This year, TNT took concrete steps to increase its transparency, reduce its carbon footprint and fight hunger around the world.

TNT is introducing a new, internationally advanced remuneration policy this year, which maximises variable income and bases the variable income component for executive management for 50% (was 30%) on non-financial indicators.

Furthermore, TNT introduced CO2 efficiency objectives: a 45% improvement of the CO2 efficiency index by 2020 compared to 2007 levels. Also TNT incorporated the corporate responsibility report with its 2009 annual report and implemented an improved strategy for its partnership with the UN World Food Programme to eradicate world hunger.

Hundreds of the outreach post offices have been set up, often in rural areas where there were not enough people to support a full time branch, since the last closure programme in 2007.

Opened in places like village shops, community centres and mobile vans, the outreach post offices provide services on a more ‘part-time’ basis but are essential for their thousands of users.

According to Consumer Focus, customer satisfaction with outreach post offices is good, with two thirds of users saying they were satisfied with the service.

However, one in three people not using their local outreach say it is because the opening hours or location is unsuitable. Similarly, a third of those not using their outreach service say they were unaware it existed.

Consumer Focus says Post Office Limited is taking a ‘one size fits all’ approach to outreach services by failing to listen to their customers and the sub-postmasters who run them. This means outreach post offices are losing customers as they are unable to meet or respond to demand, for example for different opening hours or new services.

Andy Burrows, postal expert at Consumer Focus, said: “Outreach post offices are providing vital services to many isolated communities. If they shut, it will be much harder for people to access services they rely on, for example to collect their pension. If they are to survive, Post Office Limited must stop treating outreach post offices and their customers like they are a poor relation.

“Outreach post offices need to be allowed to change and meet local demand for new services. With proper support, outreach post offices can thrive to become the heartbeat of the areas they serve.”

The report sets out a series of ways Post Office Limited can help outreaches become more viable so they play an important role in creating a sustainable network of post offices across the country. This includes outreach post offices being covered by the same Post Office Limited requirements that mean regular branches have to give advanced notice of any planned closures or changes to opening hours, and have better contingency plans for technical or operational failures.

However, when contacted by Post&Parcel, Post Office Limited said it “totally refutes” the claim that it takes a “one size fits all” approach.

A spokesperson said: “Together with our core subpostmasters, we have worked very hard to set up Outreach services tailored to rural communities which may otherwise not have easy access to Post Office products and services, and there are currently over 700 of these outlets operating nationwide, serving 50,000 customers every week.

“We totally refute the claim that Post Office Ltd takes a “one size fits all” approach to these Outreaches or any suggestion of “neglect” - in fact we give Outreach services every support in getting established and they operate with at least the same level of support available to other Post Offices and, as the report points out, the large majority of customers are satisfied with the service they provide.

“We are also very grateful to our core subpostmasters for their ongoing support.”

Head of Estonian Post postal services division Jaan Vainult, said: “So far we have trained more than 200 post office employees. The list of post offices offering the service can be found on the Estonian Post website. Post offices providing the service will be recognised by the IIZI stickers on the post office door.”

Estonian Post said the main interest will be in rural areas where insurance companies are sparsely represented.

Today, 177 post offices can provide the insurance service, but the company aims to expand this service to every branch in the country.

Customers can choose the most suitable offer from seven different insurance companies and pay for the policy on the spot.

“Cooperation with Estonian Post is a good option for those who do not have internet access at home,” said Irmeli Karja from IIZI Insurance Broker.

For the first half of 2010, sales of TNT Hoau’s day-definite service exceeded those of the entire year of 2009. Service coverage expanded early 2010 to 26 of the biggest cities in China.

The day-definite network now covers 800 depots throughout China, with a concentration on the major economic regions, including the Yangtze River Delta, the Pearl River Delta, and the Bohai Bay. The on-time delivery rate is 99%.

TNT Hoau’s day-definite ground delivery service has been used by small, medium, as well as Fortune 500 companies, especially in the high-tech, electronics, machinery, and textile sectors. To support the service, TNT Hoau has bought 400 EU III-compliant trucks and set up a dedicated customer hotline.

TNT Hoau also provides less-than-truckload (LTL) services nationwide. Overall, TNT Hoau manages a road distribution network of 1,500 depots and 57 domestic hubs, which serves more than 600 Chinese cities.

Besides domestic shipping within China, TNT offers international road and air delivery within Asia and between China and Europe. In July 2010, the company increased its service frequency to six flights per week to/from Shanghai and five flights per week to/from Hong Kong.

As well as sending letters, customers will be able to receive payments, facsimiles, and conduct money transfers.

The move forms a part of an overall plan to modernise Russian Post, and to provide a number of mini post offices in shopping centres.

A further two branches are likely to open this autumn in Moscow’s Mega Teply Stan and Europark.

The service will allow customers to choose which of GLS’s parcel shops they would like their package to be delivered to, allowing them to collect their goods at a convenient time.

The consumer will be notified by SMS or email when the package is available to be retrieved. GLS has more than 5,000 package stores.

“ShopDelivery provides customers maximum flexibility in receiving their goods,” said Klaus Conrad, managing director of GLS Germany.

Conrad said the service will be more flexible and therefore much more effective for certain groups of people.

In 2009, a GLS survey showed that 76% of respondents wanted to use the ShopDelivery Service.

Changes in the scope of consolidation in 2009 and early 2010 contributed €523.5m in new revenue. The currency effect had a positive €52.8m impact on first-half revenue.

On a comparable structure and exchange rate basis, revenue rose 11.7%, or €265.3m, from first-half 2009.

Thanks to revenue gains and careful cost management, Geodis returned to an operating profit in first-half 2010, with a €40.2m improvement over the period.

All of the Divisions contributed to revenue and earnings growth, particularly Freight Forwarding, which benefited from a recovery in volumes in the trade lane Asia - Europe and Groupage, which is reaping the fruits of its reengineering plan established in early 2009.

The integration of recent acquisitions - including Cool Jet, Sealogis, STSI, Chevallier, Ciblex and Giraud - is proceeding in accordance with the business plans. These new activities reported an aggregate operating profit at 30 June 2010, in line with forecasts.

In particular the new division 4 PL, called GSCO “Geodis Supply Chain Optimisation” after a successful integration of the activities of IBM Global Logistics, began the deployment of this new offer which meets success with its customers, Geodis said.

CEO Peter Bakker, together with government officials such as Camiel Eurlings, Dutch minister of transport, unveiled the first electric vehicle at the Responsible Transport Forum at the Dutch Pavilion at the Shanghai World Expo.

“TNT is committed to sustainable development of our industry across the globe. I am very proud that TNT is taking actions to lead the introduction of zero-emission delivery vehicles in China,” said Bakker. “With China being one of our most important markets, today’s electric delivery vehicle launch is a meaningful step towards our commitment to a sustainable future.”

TNT’s global objective is to improve its CO2 efficiency by 45% by 2020. “As a company vision, TNT aims to contribute to a low carbon emission express industry through our daily operations,” added Bakker.

In conjunction with the electric delivery fleet launch, TNT also organised a Responsible Transport Forum at the Dutch Pavilion at the Shanghai World Expo. This forum provided a platform for participants to discuss the challenges of rising CO2 emissions and issues around road safety and share best practices with the aim to reach industry and government goals. Supported by both the Shanghai government and the Dutch Ministry of Transport, the forum attracted nearly 100 participants and noted industry experts, academics and environmental advocates.

“We are delighted to see both the government and the local community joining together to promote a greener and safer transport industry in China, fostering an environment of sharing best-practices across industry sectors for both markets,” said Bakker.

Produced by Dongfeng Motor, one of China’s leading automobile manufacturers, TNT’s Chinese electric vehicle fleet is locally designed, manufactured and assembled. After a successful three-month trial operation, the electric delivery fleet is now fully operational in Shanghai.

“Dongfeng is one of the earliest auto companies to invest in R&D for new energy vehicles in China. We have also been a strong industry advocate for the development of electric vehicles in promoting low carbon transport,” said Xu Ping, president of Dongfeng Motor. “New energy vehicles are the future - and are central to our core strategy to foster a more sustainable transportation industry. Dongfeng is strongly committed to leading the sector in promoting the wide scale adoption of new energy vehicles. Therefore we are truly honored to be here today, with TNT, united in our vision for a low carbon future.”

Designed to meet the distinct operational requirements of the express industry, these zero-emissions vehicles are powered by lithium batteries and feature high-tech monitoring systems that record power consumption data during operation, allowing for continuous optimisation for delivery routes. The vehicles require only two-and-a-half hours to be fully charged and can travel more than 120 kilometres on a full charge.

Designed and developed by IT print consultancy Haigh Consultancy Services, the product is one of the most mature in the market place today.

The framework, worth £1.5bn, covers the provision of postal services and hybrid mail in the public sector. Lot 10 specifically refers to the provision of hybrid mail including the optimisation of data to guarantee correct addressing of items and to streamline delivery routes to ensure cost-effectiveness.

The UK Public Sector currently spends an estimated £650m a year on traditional postal services and has a potential spend of £850m a year on hybrid mail services. Unity Hybrid Mail will be able to help service this requirement by allowing government organisations to send mail communications out at the touch of a button - from the desktop to the production facility where it is printed, folded and inserted into envelopes.

The four-year framework agreement, which also includes printing and inserting, was launched on 10 August 2010.  A total of 11 suppliers have been successfully appointed to the ‘lot’ after undergoing a rigorous evaluation process to ensure they offer competitive rates and quality service.

Robin Welch, managing director, GI Solutions Group, said: “This appointment strengthens our position as a leading supplier of print and mail services to the public sector. With the drive for efficiency in the public services under the new government, we are delighted to have been recognised for our commitment to helping public sector organisations take advantage of cost saving processes.

“Our expertise means we can help organisations achieve substantial efficiencies in the area of print and mail. Unity Hybrid Mail can save governmental organisations up to 70% on the cost of sending their communications by post, enabling savings to be reinvested into front line services.

“We look forward to supporting public sector requirements by delivering effective and efficient hybrid mail services.”

DHL was selected over other competitors to manage a full range of services from product receipt, storage, pick & pack including inspection through to verification of returns. The logistics provider will also support Christmas gift-wrapping, packaging recycling and multiple order placements.

FitFlop’s operations director Gary Cann said: “We are delighted to be entering this partnership with DHL. The team’s understanding of our business will enable them to support our needs both at launch stage and as we grow.”

John Boulter, managing director non food retail, DHL Supply Chain UK, added: “With this new agreement DHL will provide a flexible solution for FitFlop Footwear, avoiding the need for high initial investment. It gives them a new route to market and makes use of our shared user facilities, allowing for expansion as their multi-channel business grows”

Launched to the UK market in 2007, the FitFlop has become a footwear phenomenon. Described as footwear with the gym built-in, they have been designed to help trim, tone and tighten leg muscles, providing wearers with a work out all year round.  As the world’s fastest growing health and wellness footwear brand, FitFlop is building a multi-channel business to better connect with its loyal consumers.

The Five Star Restoration Program is a partnership among NFWF, National Association of Counties, the Wildlife Habitat Council and the US Environmental Protection Agency, supported by additional contributions from private partners like FedEx. Since 1999, Five Star has supported 515 projects with more than $4.25m in federal funds, $1.7m in private and corporate contributions and $17.5m in matching funds at the local level.

“The hallmark of our Five Star Restoration Program is building long-term community partnerships,” said Jeff Trandahl, executive director of NFWF. “By actively participating in these projects and encouraging others to join them, FedEx and its team members around the nation are leading the way to protect and restore our urban spaces.”

“Through our program EarthSmart Outreach, FedEx and its team members can contribute to their communities in environmentally-focused ways,” said Mitch Jackson, vice president of environmental affairs and sustainability at FedEx.  ”Working with NFWF, we are able to find, fund and volunteer for projects important to our local communities, and where we can help make our communities cleaner and healthier.”

In many cases, the grants support not only restoration activities but also education, so that participants can learn about the impact of their actions on wetlands, carbon emissions, water quality and wildlife habitats.

The FedEx-sponsored Five Star Restoration Program grants for 2010-20011 were awarded to:

• Golden Gate National Parks Conservancy, San Francisco, for Presidio Coastal Bluffs restoration
• Temple University, Philadelphia, for tree-planting in Fairmount Park and education
• Student Conservation Association in Boston for plant and wildlife restoration in the Charles River watershed
• Keep Indianapolis Beautiful, Inc., for restoration, education and planting projects in the Pogue’s Run watershed
• Wolf River Conservancy, Memphis, for restoration on two urban properties involving the Memphis City Schools
• Trinity Commons Foundation, Dallas, for streamside stabilization and restoration along the Trinity River
• Audubon Society of Western Pennsylvania, Pittsburgh, for a rain garden project to reduce storm water overflow and combined sewage overflow
• Sausal Creek Eco-Stewards in Oakland, California, for field investigations and classroom projects
• Bolsa Chica Conservancy, Huntington Beach, California, for habitat restoration and wetlands science education

“This is a terrible tragedy, and all of us at UPS extend our deepest sympathies to the families and friends of both of these crewmembers,” said UPS CEO Scott Davis. “Our thoughts and prayers will continue to be with them during this difficult time.”

The UPS Family Assistance Team is working with the victims’ families to help them in their time of need.

Captain Lampe, 48, had been with UPS since 1995. First officer Bell, 38, has been with UPS since 2006. Both crewmembers flew out of UPS’s Anchorage, Alaska domicile, or pilot base.

The aircraft, tail number N571UP, was just three years old, entering UPS service off the Boeing production line in September 2007. The airframe had flown 9977 hours, completing 1764 takeoffs and landings. It was up to date on all maintenance, having just completed a major inspection in June 2010.

The National Transportation Safety Board (NTSB) is dispatching an aviation investigation team to assist the General Civil Aviation Authority (GACC) of the United Arab Emirates in the crash investigation. The GCAA will take the lead on the investigation and release all information on the progress of the investigation.

NTSB Chairman Deborah Hersman has designated senior air safety investigator Bill English as the US accredited representative. His team will include NTSB specialists in the areas of human performance, fire, operations and systems. The team will also include technical advisors from the FAA, Boeing, UPS, GE and the Independent Pilots Association.

A UPS team has arrived in Dubai at this time and will cooperate with authorities in the investigation.

“We established an internal command centre within minutes of learning of this tragedy. It will be staffed around the clock with experts from every part of our operation,” said UPS Airlines president Bob Lekites. “Safe, secure operations are our top priorities for our employees, our customers, and our public stakeholders.”

RS Components is the world’s largest distributor of electronics and maintenance products.

The two-year contract involves the next-day delivery of a wide variety of electronic, electric and mechanical components to RS Components’ customers; largely research and development or maintenance engineers.

The deliveries, although primarily domestic, will also include several shipments from the UK.

“We are proud to help RS deliver their products quickly and efficiently,” said Joris Oudenhuijzen, global industry director electronics, TNT Express. “Online sales represent close to one-half of their revenues. This calls for very flexible and fast transport services. TNT put forward its domestic capabilities in France and Italy and strong air connectivity with the UK.”

Commenting for RS, Philip Ferry, global freight manager, said: “TNT shares our philosophy for high quality service delivery to our customers and this new contract builds on an already strong and positive relationship we have with TNT.”

TNT Express already works for RS Components in the UK, Singapore, Thailand, and Germany. The new contract supports TNT’s ambition to leverage its domestic parcel networks across Europe.

PostFinance has released the application today (September 6), which is free to download from the App Store.

It is the only application in Switzerland that allows users to transfer small amounts from one postal account to another. The sender registers directly in the iApp once for the payment function and can then transfer money quickly and easily by selecting the currency (euro or Swiss franc) and entering the beneficiary’s account number.

Once the beneficiary has also registered, the money can be sent to his mobile phone number. The amount is debited to the sender’s account in just a matter of minutes and credited to the beneficiary’s account.

For security reasons, the maximum amount is CHF 100 or EUR 66 per day. Up to CHF 400 can be used to top up one’s own talktime credit or that of a third party for prepaid mobile phones.

The finance app from PostFinance also includes an account balance and transaction function: users can call up their account balance in seconds and see if their salary has already been credited to their account.

The app is particularly useful for searching post office locations. Google Map shows Postomats, PostFinance branches and post offices, indicating the shortest route to them.

The PostFinance application also offers access to price information for 15 stock exchanges around the world.

These gains, for marketers and service providers alike, suggest a strengthening rebound.

Marketers appear more optimistic about their future profitability, as their focus continues to shift steadily to digital channels including online display advertising, search, email, mobile, and other digital media.

“This report highlighted some positive and important information for all of us,” said Yoram Wurmser, director of research for DMA.  “Since the recession in 2008, marketers have been able to maintain profits mostly by vigilantly cutting costs.  Marketers in Q2 finally have enough faith in their future profitability to start spending again, albeit cautiously.  The rise of spending suggests the economic rebound that started in late 2009 has continued steadily.  This spending is due in large measure by improved data analytics and confidence in new media channels, two factors that will be instrumental in future success and an economic recovery.”

“Given the sluggish pace at which the broader economy has rebounded, it’s certainly a good sign to see the direct and digital marketing community reporting two consecutive quarters of positive growth,” added Jonathan Margulies, a director at Winterberry Group. “It’s now clear that the digital revolution-driven by the maturation of online marketing channels such as search, display advertising and e-mail-is leading the recovery effort. We absolutely expect to see more marketer emphasis on data, technology and other critical ‘digital drivers’ in subsequent periods.”

Some key findings include:

- Channel specific return on investment sustained its growth from last quarter across all direct and digital channels.

- As in previous quarters, digital marketing channels continue to command the lion’s share of new marketing investment - with the email; social; search; mobile; and online display approaches joining the direct mail (non-catalogue) and teleservices channel among those that grew in adoption versus both Q1 and the SQLY.

- Marketers cited improved data analytics tools and processes as the leading driver of new or expanded direct/digital marketing activity.

- Both marketers (53%) and suppliers (53.6%) noted that second-quarter profitability improved (in the aggregate) versus the previous quarter and SQLY.

In addition to featuring new initiatives undertaken by the company, the report highlights a multitude of achievements covering a wide range of sustainability issues, among them:

- Developing Human Capital: Aramex’s workforce has grown to comprise 81 nationalities in 46 countries, with women occupying 15% of management positions. Aramex also continued investing in its main areas of priority - education and youth empowerment, entrepreneurship, community development, sports, emergency relief, and the environment through working hand in hand with organisations such as Injaz Al Arab, Future Generation Foundation (FGF) and Ruwwad.

- Stakeholder Engagement: expanding outreach through new interactive channels including a new website (aramex.org), social media presence, and enhanced internal communication tools.

- Environmental Preservation: migrating 78% of fleet to low emission vehicles, reducing fuel consumption by 21%, and converting all Aramex vehicles to unleaded fuel.

- Quality and Safety: acquiring ISO14001 and OHSAS1800 certifications, in eight and eleven Aramex locations, respectively.

Fadi Ghandour, Aramex founder and CEO, said: “We are pleased to share this 2009 report, as part of our ongoing exercise in reporting on our practices, measuring our economic, environmental, and social performance and continuously learning along the way. As of next year, we are shifting into integrated reporting, further highlighting the inseparable role of sustainability in our operations, performance, and strategic direction.”

Aramex 2009 Sustainability Report can be accessed at www.aramex.org

This week saw the start of a huge media campaign in Belgium, alerting the country’s public that La Poste-De Post has rebranded as bpost. The campaign is currently running via radio, television, newspapers and the Internet. In the meantime, the new logo will be gradually affixed to trucks, motorcycles and post offices. Approximately 4.5m households have already received a letter from CEO Johnny Thijs explaining the reasons for this change of name. Through this media campaign, bpost says the rebranding reflects a process of modernisation, with the company now prepared for full liberalisation of the postal market in 2011. Thijs said that the new identity will be introduced very gradually to reduce costs to a minimum. The new name and new logo will be affixed as much as possible on cars, motorbikes, buildings and the red box at the time of replacement or renovation. Existing stocks (letterhead, brochures, uniform, etc.) will be used until exhausted. “Customers and employees understand that we have become a new company and a new name is logical. We will now make sure to gradually introduce the name and logo. It is a process that lasts several months and even years, but we will severely limit the additional costs,” said Thijs.

Across the border into The Netherlands now, where TNT announced a pricing increase for domestic and European mail. The new pricing will come into force on 1 January 2011. The basic domestic-mail rate for the Netherlands will increase by two euro-cents to €0.46; for mail to other European destinations the basic rate will increase to €0.79, also a two cent rise. The rate for mail being sent outside Europe will remain at its present €0.95. TNT said that the price increase falls within the legal limits for price developments, and it is increasing its rates in consideration of volume and cost progression. The last rate increase was in January 2007, with TNT Post making clear at the time that there would be no further increase until 2010. With the change that is now being announced, TNT Post continues to implement its moderate postage rate policy, the company said. On the international stage, TNT this week said it will make a further €4.5m investment in its successful Asia Road Network (ARN). This brings the total investment to date in the fully integrated ARN, which currently serves six countries and 127 cities in Southeast Asia and southern China, to more than €12m.

In North America, USPS has begun contract negotiations with the largest of its four unions, the American Postal Workers Union (APWU). The APWU represents employees who work as clerks, mechanics, vehicle drivers, custodians and some administrative positions. The current contract expires on November 20. “We have worked successfully with our unions in the past to help transform the Postal Service and we hope to maintain this momentum during these negotiations,” said Anthony Vegliante, chief human resources officer and executive vice president. “Our goal is to negotiate a contract that’s fair to our customers, fair to our employees and meets our financial and operational needs.”

And finally…

Compared to a number of leading postal operators, Royal Mail has always seemingly been towards the lower end of the innovation ladder - until now. The company has today announced the development of the world’s first ‘Intelligent Stamp’ - what do you think about that?!

With its battery-electric drive, the Vito E-CELL offers the possibility to reduce CO₂ emissions, pollutants and noise significantly in the future. The joint pilot project of Mercedes-Benz forms a part of the company’s environmental programme, GoGreen.

“Even today, we are able to test the reliability of the Vito E-CELL vans in our mail and parcel delivery service under realistic everyday conditions, thereby helping to ensure that the vehicles will reach market maturity in the medium term and can be manufactured economically,” said Joachim Wessels, member of Deutsche Post DHL’s Mail Divisional Board.

The vans drive with battery-electric drives and will be used in the mail delivery service. The day-to-day testing in Berlin and Stuttgart will also be supported by the “Electric Mobility for Economic Transport” programme funded by the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety as well as the “Electric Mobility in Pilot Regions” Program funded by the Federal Ministry for Transport, Building and Urban Development.

The Vito E-CELL meets the technical requirements with regard to range and payload in mail delivery operations and can be used flexibly in a large number of areas. The operational profile involving a great deal of stop-start traffic and a low daily mileage is the ideal scenario for taking advantage of the benefits of electric drives and for checking the vehicles’ capability in operational use. The almost complete lack of local emissions will help reduce air and noise pollution levels in inner city areas. Jointly with Mercedes-Benz, the consumption and range will be measured and checked on an ongoing basis in order to promote the further development of electric drives in light commercial vehicles.

The 15 vehicles will be delivered by the end of 2010 and will be fully integrated into operations for a duration of four years. The testing will focus on the performance of the battery technology, the charging behavior and the associated charging infrastructure. The aim is also to reduce the cost of electric drives, which is still very high, and to facilitate their commercial use.

Around the world, approximately 2,500 vehicles with hybrid drives, electric motors and alternative fuels are already in use on behalf of Deutsche Post DHL.

The European Commission claimed Deutsche Post’s express operator DHL misused EUR 572m of state aid in order to delivery parcels cheaper than their rivals during the period 1994-1998. UPS had protested that the German company had undercut private businesses by offering anti-competitive rebates to customers.

However, the Court ruled that the company did not benefit unfairly from government subsidiaries.

“The General Court concluded correctly that the methodology applied by the Commission in the contested decision was defective,” the European Court of Justice said in a statement.

In 2008, EU’s Court of First Instance overturned a 2002 guilty verdict that Deutsche Post used state subsidiaries illegally.

In the meantime, the new logo will be gradually affixed to trucks, motorcycles and post offices.

The company was formally known as La Poste-De Post.

The media campaign’s slogan is “The Post is bpost - ready for tomorrow.”

Approximately 4.5m households have already received a letter from CEO Johnny Thijs explaining the reasons for this change of name.

Through this media campaign, bpost says the rebranding reflects a process of modernisation, with the company now prepared for full liberalisation of the postal market in 2011.

Thijs said that the new identity will be introduced very gradually to reduce costs to a minimum. The new name and new logo will be affixed as much as possible on cars, motorbikes, buildings and the red box at the time of replacement or renovation. Existing stocks (letterhead, brochures, uniform, etc.) will be used until exhausted.

“Customers and employees understand that we have become a new company and a new name is logical. We will now make sure to gradually introduce the name and logo. It is a process that lasts several months and even years, but we will severely limit the additional costs,” Thijs added.

However, the investigation found that the actual quality of service figures had not been affected in any material way, Royal Mail had not benefited financially from the conduct investigated, and that there was no adverse impact on Royal Mail’s customers.

In light of the investigation’s findings Royal Mail has put in place a comprehensive remediation programme to address areas of concern and to strengthen its performance monitoring system.

Postcomm considers that although Royal Mail is taking appropriate steps to secure compliance, it will not be fully compliant until the actions identified as necessary by Royal Mail are completed in March 2011.

Postcomm has decided not to make a final order under section 22 of the Postal Services Act 2000 because it is satisfied that Royal Mail has agreed to take and is taking all the steps appropriate to secure or facilitate compliance with Licence Conditions 4.8 (a) (ii) and (iii) in accordance with section 25 of the Postal Services Act 2000.

Postcomm does not consider it is appropriate to impose a financial penalty. Royal Mail has already incurred considerable costs both in investigating the complaint and in undertaking its remedial action programme.

Nigel Stapleton, chairman of Postcomm, said: “This process has led to significant change within Royal Mail in terms of its risk management processes, which will ultimately benefit customers”.

Gary Edstein, senior vice president, Oceania, DHL Express, said the additional capacity is very much needed by exporters and importers on both sides of the Tasman.

“We are the only express operator with a dedicated aircraft operating across the Tasman as the Trans-Tasman trade lane continues to grow,” said Edstein. “In 2009 alone, we experienced significant growth in Trans-Tasman shipments so increasing our capacity to offer faster services, and more often, to our customers is a key focus for us. We are delighted to partner with TCA to bring the new Boeing 757 into service.”

The Boeing 757 will continue DHL/TCA’s market advantage of arriving up to 11 hours before all other carriers into Sydney from Auckland. This offers a competitive benefit for New Zealand exporters as they are able to access earlier connection times to Brisbane, Melbourne, Canberra and Adelaide.

In addition to boosting DHL and NZ Post’s significant investment in New Zealand’s domestic delivery networks, the new aircraft cements DHL’s position as the only fully integrated express and logistics company operating across the Tasman.

Robert Rubner, COO of Kratzer Automation and head of the Logistics Automation division, said: “Our new branch office in the UK strengthens our position in one of the most interesting logistics markets of Europe. Transport and logistics providers in Britain are improving their track and trace capability in order to obtain competitive advantage and higher service quality.

“We therefore see great potential for our integrated transport management system cadisTRANSPORT. Our goal is to establish Kratzer Automation as a regional market leader within the next three years and to increase the sales volume of the Logistics Automation division by 20-25%.”

Founded in Germany 1980, Kratzer Automation has developed from a three-person software team into a market-leading provider of Fleet and Transport Management Software with over 200 employees internationally.

cadisTRANSPORT TMS helps to automate, document and optimise the working processes of T&L operators. It is a modular system with a central processing platform and has the ability to add a wide range of functional applications. These include ePoD (electronic Proof of Delivery), collections, route loading, image capture, satellite navigation and associated applications, management reporting and streamlined processes.

“We have worked successfully with our unions in the past to help transform the Postal Service and we hope to maintain this momentum during these negotiations,” said Anthony Vegliante, chief human resources officer and executive vice president. “Our goal is to negotiate a contract that’s fair to our customers, fair to our employees and meets our financial and operational needs.”

Three other unions represent most other postal employees. Employees represented by the National Association of Letter Carriers (NALC) deliver in metropolitan areas; National Rural Letter Carriers’ Association (NRLCA) employees deliver primarily in rural and suburban areas; and, employees represented by the National Postal Mail Handlers Union (NPMHU) work in mail processing plants and Post Offices.

Most of the new investment will be to acquire a fleet of trucks specially designed to suit pan-Asian routes.

The 41-foot trucks and trailers are larger and more environmentally friendly than their predecessors. This announcement coincides with the fifth anniversary of TNT’s unique ARN. TNT has had brisk and growing demand for its road solutions in the last five years. Capacity on the ARN has grown over 20% year-on-year. At the same time,b volume between 2009 and 2010 (year to date) has grown by 70%.

Onno Boots, regional managing director of TNT Southeast Asia and India said: “Five years ago, we announced our intention to develop a road network in Asia, very much like our Europe Road Network. We were the first to attempt such an ambitious project in Asia, and we faced a set of unique challenges. TNT did what we do best, which was to innovate, facilitate and create an unrivalled road network that offers our customers a combination of cost efficiency, speed, security and reliability. Over the years, we have seen the profile of freight diversify to include more high-value goods, such as electronics, healthcare products and automotive and industrial equipment.”

Transporting goods by road on the ARN is, on average, 30% cheaper than air transportation and three times faster than sea transportation. Apart from cost efficiencies from using the ARN, TNT has also noted that more businesses in Asia are taking steps to reduce their carbon footprint by using overland transportation when the speed of delivery is not the most important factor. In the future, TNT expects to see a further shift in transportation from air to road as the ARN and other international transport routes continue to develop.

Gerry Power, managing director of TNT Malaysia & Brunei said: “The ARN is the backbone that cohesively connects Malaysia, SEA & China to each other and to the rest of the world. In the five years since its inception, it has become a well accepted alternative to air transportation for our customers in Malaysia, who extensively rely on it to move their goods efficiently and cost effectively. Malaysia occupies a key position in the ARN due to its strategic location and we are committed to enhance the ARN by investing in our fleet and bringing in one-of-its kind, Euro 6 spec 41 footer trucks which are three tonnes lighter, have 20% more load bearing capacity with enhanced security features like camera in cabs, GPS tracking and remote locking mechanism. All of this with 17% less carbon footprint than the industry standards to ply the 7,650 km long (and growing) ARN”.

The ARN is seamlessly linked to TNT’s air networks and is supported by its multiple facilities across the region, most notably the S$20m TNT Regional Hub - an integrated air and road hub located in Singapore.

TNT’s new fleet will comprise of 12 trucks and 14 41-foot trailers. Produced by Scania, the model R380 trucks were specially designed for TNT and tailored specifically for maximum efficiency on pan-Asian routes. The trucks are also amongst the first Scania R-series assembled and sold in the region, coinciding with TNT’s requirement for double beds for the long, 7,650km routes within the ARN. These new trucks represent the future of road transportation in the region. TNT and Scania have collaborated closely on design and security features which are still, to this day, completely unique in the region. The security systems have been provided by Astrata, with whom TNT will continually partner to ensure systems and processes are kept up to date.

David Stenberg, general manager, Asia Road Network said: “In a recent report , the total volume of road freight carried domestically and internationally in Asia is expected to grow by 8.4% for the next four years, from 2,090bn tonnes-km in 2010 to 2,889bn tonnes-km in 2014. A number of years ago, TNT recognised that there was a fantastic opportunity to create and invest into a road network that spans the region and offers customers an attractive and safe middle option in freight transport, outside of air and shipping. We are very proud of our new fleet of trucks; they represent the future in trucks, as does our ARN in road transport.”

“We are very pleased to have Ken Allen join the Board of DHL-Sinotrans, the joint-venture between DHL and Sinotrans with focus on operating and developing the express business in China,” said Zhao Huxiang, president of Sinotrans Group and chairman of the DHL-Sinotrans Joint Venture Board. ”With the wealth of experience and leadership Ken has in managing a significant, successful and complex global business, he will bring new perspectives and international best practices that will not only further strengthen our 24 years’ of rewarding partnership and cooperation but also bring our business to new heights.”

Frank Appel, the Group CEO of Deutsche Post DHL said, “Over the last 24 years, DHL-Sinotrans has been recognised as the market leader and a pioneer in the Express and Logistics industry in China.  Today, China is one of the most important markets for Deutsche Post DHL.  Ken Allen will be working closely with Jerry Hsu, President of DHL Express Greater China to develop our positioning in the Greater China market and look for additional growth opportunities to leverage our pioneering position.”

“Greater China is one of the fastest developing markets within DHL’s global network and plays a vital role in DHL’s Asia Pacific and global operations,” said Allen. “This is an important step to enable Deutsche Post DHL to further advance our footprint and presence, strengthen our market-leading position in Greater China and expand our capabilities to meet the growing demands of the market.”

Today, China is the world’s fastest growing express delivery market. According to the China Transportation and Logistics Industry Outlook (2010 - 2015), published by US consulting firm, AT Kearney and China’s Tongji University, China’s international express market reached RMB 15.5bn in revenue in 2009. As China’s economy continues to grow, the express delivery market is expected to maintain a high double-digit growth rate - two to three times the country’s GDP growth.

Being the first international express company to enter Greater China, DHL has extensive experience and deep knowledge of this market. The company has close to 9,000 employees in China and its services extend to more than 400 Chinese cities. In the international express market of Greater China, which is estimated to be worth US$ 3.4bn, DHL commands a significant market share.

Jerry Hsu, president, DHL Express Greater China Area and executive vice president, Deutsche Post DHL said, “The rapid growth of China’s economy and remarkable potential in the express and logistics industry provide DHL with exciting opportunities. DHL will continue to invest in Greater China and the close involvement of Ken Allen, our global CEO, signifies and strengthens our commitment to substantially progress our positioning in this market.”

From 2000 to 2009, DHL’s total investment in Greater China reached a phenomenal US$ 1.56bn. Some of the key investment projects included:

• US$ 210m to build and expand the Central Asia Hub (CAH) in Hong Kong, the first large-scale automated Express hub in Asia Pacific
• US$ 175m to establish the North Asia Hub in Shanghai, to be completed in the first half of 2012
• US$ 24m has been invested to build the new state-of-the-art DHL-Sinotrans Headquarters in Beijing, the flagship head office for its Express operations
• US$ 4.2m has been invested to set up DHL Shared Service Center in Chengdu to provide DHL-Sinotrans with financial shared services
• US$ 316m investment program for Express and Logistics infrastructure in China, including the launch of DHL’s Domestic Airfreight service in China in early 2007
• US$ 400m has been invested into DHL’s joint venture with Cathay Pacific and Air Hong Kong under the joint venture agreement (DHL owns a 40% stake)

La Poste said in a prepared statement that if the two companies reach an agreement, a common subsidiary would be created, of which La Poste would hold a majority stake.

Financial details were not made available.

Since 2005, when records were established, 5,858 Postal professionals have each driven more than a million miles without a single accident. Reaching this pinnacle requires 30 years of service and a safe attitude.

“We place the safety of our employees as our top priority,” said Deborah Giannoni-Jackson, vice president, Employee Resource Management. “And we credit our comprehensive safe driver training programme as being second to none.”

After a review of state driving records, candidates undergo a thorough medical examination and an extensive interview process. Potential drivers also must pass road tests in their own passenger vehicles before taking eight hours of classroom training to pass a computer based exam. If they pass these hurdles, defensive driver training and a special skills course for hands-on behind-the-wheel training follow.

The skills course acclimatises candidates to driving right-hand drive postal vehicles under various conditions on an “off-road” course that simulates street conditions. When completed, driving instructors accompany them for a 45-minute street drive followed by a final exam in a postal right-hand-drive vehicle.

The rate for mail being sent outside Europe will remain at its present €0.95.

This price increase falls within the legal limits for price developments and is lower than the rate of inflation in the period since the start of 2007.

TNT Post is increasing its rates in consideration of volume and cost developments. The last rate increase was in January 2007, with TNT Post making clear at the time that there would be no further increase until 2010.

With the change that is now being announced, TNT Post continues to implement its moderate postage rate policy, the company said.

In June this year, TNT Post simplified its postage with the introduction of a new line of stamps that use numbers, instead of value indicators, in combination with the Dutch words for The Netherlands (numbers “1″ and “2″), Europe (”1″) and The World (”1″).

These non-denominated stamps eliminate the need for using low-value stamps to top up the postage value when rates increase. Postage stamps bearing the value-indicator €0.44 can still be used for domestic mail after the price increase, as long as this is topped up using a two-cent stamp.

Group CEO Lars G Nordström said: “Postal markets throughout the world are undergoing sharp volume contractions due to substitution and the effects of the economic downturn. This means that costs must be adjusted to the new volume levels so that profitability can be maintained and the universal service obligations can be fulfilled.

“Posten Norden’s operating earnings increased 15% during the first six months of 2010, due primarily to long-term efforts made in recent years to adjust capacity and costs to lower volumes and to synergy effects of the merger. Net sales, excluding structural and currency changes, fell by 2% during the same period.

“Measures taken on the cost side had a tangible impact on group earnings during the period. This is illustrated not least by the improvement in business area Mail Denmark’s operating earnings. The Danish market, however, shows continued sharp letter volume contractions of over 10 per cent, and an equivalent degree of cost cuts can henceforth not be expected.

“In Sweden the economic recovery had a positive impact on letter volumes, but we are aware that sharp volume contractions will characterise the market going forward. Capacity adjustments in business area Mail Sweden, which had a positive impact on earnings as early as the first six months of 2009, will continue.

“Demand for business area Logistics’s services increased despite continued intense competition, and the business area reported increased earnings, excluding structural and currency changes, in the second quarter of 2010. The trend for Informationlogistics is also positive, though the business area has some way to go before it attains a positive result.

“Our efforts to create the Nordic region’s best communication and logistics company are underway. We are capitalising on the synergy effects of the merger according to plan, and we are continuously identifying new cost-saving opportunities. Posten Norden is well-equipped to meet our customers’ needs, and I am confident about the group’s continued progress.”

Consignors and consignees can track their shipments online, whilst GLS Ireland said it can proactively inform a customer by e-mail or SMS of a consignment’s progress.

“We’re delighted that we’re now also able to offer our customers express parcel services with guaranteed on-time delivery via our reliable network”, said Swen Krueger, GLS’s region manager Germany East & Ireland.

The first half-year operating revenues came to NOK 13.4bn, a reduction of NOK 421m, or 3.1%, compared to the first half of 2009. The decline in sales was offset by the effect of the Spinnaker profitability improvement programme.  This programme, which started in 2008, had produced an accumulated effect of NOK 1.6bn at the end of the first half of this year.

“The Spinnaker efficiency programme is contributing to an improvement in the results during a period of continued low demand in a hesitant market. Norway Post will go on with the Spinnaker programme in order to adapt its operations to the structural changes in the market and the lower level of activity,” said Norway Post’s president and CEO Dag Mejdell.

One positive effect of Spinnaker is that the need for government procurements for 2009 has proven to be less than previously estimated. Last year, the Norwegian state granted NOK 518m for government procurements of unprofitable mandatory mail and banking services. Preliminary subsequent calculations show that Norway Post has managed to reduce its costs by more than expected so that the actual amount required has fallen to NOK 211m. Norway Post is therefore repaying NOK 307m.

“This shows that the government procurement model and the practice of making subsequent calculations work,” said Mejdell.

The total volume of A-mail and B-mail fell by 7.4% compared to the same period in 2009, while unaddressed mail advertising grew by 7%. The Mail Segment’s operating revenues came to NOK 6.2bn, a reduction of NOK 251m.

The Logistics Segment was affected by the strike in the transport sector in the spring and its operating revenues fell by NOK 159m to NOK 6.1bn. The total volume of parcels rose by 4.7% due to an increase in international parcels and positive developments in the online shopping sector.

ErgoGroup AS has entered into a merger agreement with EDB Business Partner ASA. The merger has been agreed to by the companies’ general meetings and is now awaiting approval by the competition authorities. Norway Post will own 47% of the shares in the new company and has committed to reducing its stake to 40% over the next two years.

In the first half year, the Group opened two new high-tech terminals just outside of Oslo. The South-East Norway terminal in Lørenskog municipality sorts around 60% of all the volume transported in Norway, while Bring’s new logistics centre at Berger in Skedsmo replaces five smaller storage facilities in Oslo.

The first half year was demanding with respect to the overnight delivery quality of A-mail. The move from the Letter Centre in Oslo, the closure of airspace due to ash clouds and the night-time closure of Bergen, Trondheim and Tromsø airports led to the result being worse than the licence requirement and ending at 82.2% for the second quarter and 81.8% for the first half year. The other five licence requirements were met by a good margin in the first and second quarters.

This service enhancement is a part of an ongoing focus by FedEx to give customers a competitive edge by strengthening its connection between China and Europe. China is Europe’s fastest-growing export market.

According to the Chinese General Administration of Customs, the country’s exports to the EU hit US $236.2bn last year, accounting for 20% of China’s total overseas shipments.

FedEx has enhanced its services between China to Europe to meet increased customer demand.  Enhancements by FedEx for the China-Europe segment include the launch of the express air cargo industry’s first express direct flight from mainland China to Europe in March 2005. In February 2009, FedEx opened its Asia Pacific hub in Guangzhou, which represents its long-term commitment to providing better services and access to businesses in Asia by connecting the region with hundreds of European cities via the FedEx EuroOne network.

“Our continuous enhancement demonstrates FedEx long-term commitment to improving our service capabilities in China,” said Audrey Cheong, managing director of Operations, International Service, FedEx China.  ”Customers’ needs and convenience are always of our top focus, FedEx strives to provide customers with more convenient and efficient shipping services to help them grow and compete.  With the growth of the China- to-Europe service lane, we continue to enhance our services in order to deliver an unmatched express offering to customers doing business there.”

First up is news from Blackbay, who announced the appointment of Nigel Doust as its new CEO. Company chairman Avi Azulai described Doust as the “right person to propel Blackbay forward into a market leading position”. Doust will take up his position as Blackbay’s CEO in early September and joins the company fresh from his position as vice president at Sybase where he managed and led the Sybase enterprise mobility business in Europe. “My position at Blackbay provides me with a fantastic opportunity to take a fast growing company to the top of its market,” explained Doust.  “Initially, my focus will be on continuing Blackbay’s commitment to deliver market leading levels of service and support to our existing customers, driving sales, and expanding the company’s operations within the North American enterprise mobility solutions space.” Previously, Doust was vice president Europe for mobile specialist Pointsec where he drove significant market growth. Doust also served as vice president World Wide Mobility for Extended Systems, another mobility specialist software company. Again he grew the global business and was instrumental in the sale of Extended Systems to Sybase.

In the UK, six in ten voters believe the Royal Mail should remain a wholly publicly-owned organisation and just 15% support privatising the company, according to a You Gov poll published on Monday. The poll was commissioned by the Communication Workers Union (CWU) and Labour leadership candidate Ed Balls. The poll shows that the majority of Conservative (51%) and Liberal Democrat voters (63%) support a fully publicly-owned Royal Mail, with support for public ownership rising among older age groups who are more likely to be reliant on the postal service (70% of over 60s). Only 13% of voters back suggestions to sell a minority stake in the Royal Mail to a private investor. Balls said: “The universal post is a vital and trusted service for millions of people, particularly pensioners and those living in more remote areas. And this poll shows voters reject plans by the coalition government for a full or partial sell off of the Royal Mail. Rather than privatising or breaking up the Royal Mail I believe we must keep it universal in the public sector, as Labour promised in our manifesto. The Post Office is also a trusted source of financial products and services so we should transform it into a ‘People’s Bank’. I don’t think we have heard the last of this one!

Deutsche Post has announced it has acquired “Europe’s largest targeting platform”, nugg.ad. In taking over the company, Deutsche Post said it has “expanded its competence as a service provider in the on-line advertising market”. The Group also said it has consolidated new areas of growth in online marketing fully in accordance with its 2015 strategy. As a subsidiary, nugg.ad will continue to be an independent targeting service provider for marketers and advertising agencies from the company’s headquarters in Berlin. The company structure remains unchanged and will be expanded. As a subsidiary of Deutsche Post, nugg.ad wants to drive forward the vision of a new market standard for targeting campaigns. “nugg.ad is an ideal addition to Deutsche Post’s portfolio. Its solid track record of success and strength of innovation, as well as its clear focus on data protection and sustainability, impressed us,” said Jürgen Gerdes, Group chairman responsible for mail at Deutsche Post DHL. “We are confident that we will establish our position in the online advertising market with nugg.ad and wish to make available a lasting independent technology platform for the European market,” he added.

And finally…

Bankrupt mailing and fulfillment solutions provider Buhrs has resumed business activities. Read all about it, here.

It’s a national holiday on Monday in the UK (hurrah!). But fear not, we will return on Tuesday.

The majority of other quality targets, however, including Second Class and Standard Parcels, were achieved in the spring.

The latest preliminary figures for the summer months show that First Class mail has again been performing ahead of its 93% target.

Royal Mail operates the UK’s largest night-time air charter operation to fly First Class mail travelling longer distances, for example between Scotland and the south of England.

Although First Class mail was transferred to road and ferry services during the period of disruption to UK flights in April, there are no alternative distribution routes which ensure next-day delivery.

The performance report for the period from the end of March to early June showed that 92.6% of First Class stamped and franked mail arrived the day after posting - but if it had not been for the air disruption caused by volcanic ash, First Class would have exceeded its 93% target.

The report shows Second Class stamped and franked mail exceeded its 98.5% target with a 98.6% performance, along with most business mail services, Standard Parcels and International Delivery for mail posted in the UK for European destinations. First Class bulk mail narrowly missed its target - again as a direct result of disruption to air services.

Mark Higson, Royal Mail’s managing director, said: “We’re very determined to keep improving our performance to ensure we consistently hit our targets and our people are very focused on delivering the best possible service at all times for all our customers.”

Ongoing and completed cost reduction programmes in the areas of logistics and letter post also impacted positively on profit. In the same period the headcount increased by 562 full-time equivalents.

Swiss Post said it expects a good full-year result. The Group is continuing its efforts to generate results in line with the industry standard in all four markets.

From January to June 2010, Swiss Post generated Group profit of 484m francs. That is 126m francs or 35% more than in the same period last year (358m francs).

The increase was primarily attributable to a rise in customer deposits, considerably higher net interest income than in the first six months of the previous year, and the improved economic situation, one result of which was greater volumes of promotional mailings and parcels.

Overall, operating income (sales) rose by 105m to 4.3bn francs (previous year: 4.2bn). At the same time, expenditure fell, mainly due to efficiency gains - from the new letter centres and cost reductions in logistics - as well as currency effects.

In the communication market an operating result of 79m francs was generated, mirroring that of the previous year. The decline in addressed letters continued, albeit at a slower pace; the volume of mail was 2.6% lower by the middle of the year than it was at the same time a year before. The price cuts introduced on 1 July 2009 and the assumption of VAT also had a negative impact on the figures. However, an increase in unaddressed promotional mailings and the effects of various cost-reduction measures stemmed the fall of the PostMail operating result; it was 109m francs (previous year: 127m). At Swiss Post International, the difficult economic environment in some countries affected the result, which was just below that of the year before at 27m francs (29m last year). Swiss Post Solutions generated a break-even result, thanks mainly to cost-reduction measures (previous year: minus 10m francs). Post Offices & Sales improved its result by 10m francs thanks to cost reductions and increased revenue from non-postal items, generating minus 57m francs.

In the logistics market the result rose from 15 to 76m francs. PostLogistics benefited from an increase in parcel volumes (+4.5%), thanks in part to the improved economic situation and electronic trade, as well as to considerable efficiency gains. The retail finance market (PostFinance) made the largest contribution to the Group result, 274m francs (previous year: 198m francs). Higher customer deposits and higher net interest were the main drivers of this increase. In the continually expanding market for public passenger transport, PostBus achieved an operating result of 17m francs (previous year: 24m francs). The decrease in comparison to the previous year is due to, among other factors, the enhancement of the PostBus offering.

Key figures for the Group

¹ Operating result corresponds to result before consideration of non-operating financial result and taxes (EBIT).
² Investment in tangible fixed assets, participations & intangible assets.
³ Average workforce in full-time equivalents.

Selected key figures for segments (Group units) 30 June 2010

Selected key figures for segments (Group units) 30 June 2009

¹ Operating result corresponds to result before consideration of non-operating financial result and taxes (EBIT).
² Figures for previous year only comparable to a certain extent due to changes in allocation of products.
³ Previous year’s figures for SPI adjusted as a result of restatement.
⁴ In the field of regional public transport, PostBus is subject to the DETEC ordinance on the accounting of licensed companies (REVO). Results prepared in accordance with REVO and IFRS differ.
⁵ Includes management and service units such as Real Estate, Information Technology, etc.

However, two investment companies - Value8 NV and Solo Capital BV - reached an agreement with Buhrs’ administrator regarding the acquisition and the restarting of business activities.

A company statement said: “This acquisition concerns the activities of Buhrs’ subsidiaries in the Netherlands, namely Buhrs Zaandam BV and Buhrs Fulfillment Systems BV (Poly- and Paper Wrapping Solutions), the shares of the German company Buhrs Deutschland GmbH (Buhrs-ITM, envelope inserting systems and Betron, control systems). In additions, the shares in all foreign sales and service offices (United States, China, Japan, France and England) were acquired. It is Buhrs’ intention to also quickly have the German company, which is currently in preliminary receivership, fully operational once again.

“Although the failure of the parent company has created much uncertainty for all concerned parties - employees, customers, and suppliers - the restart offers the possibility for Buhrs to not only continue but expand. The loyalty displayed by the (former) employees and customers has been remarkable. The management team in charge of the restart possesses turnaround experience in combination with commercial experience and knowledge of the market sector in which Buhrs is active. Kim Ying Lee and Joost van der Klooster will be part of this management team.”

In 2007, Buhrs achieved an international turnover of more than EUR 70m, after which turnover fell back to around EUR 45m over the following two years. About half of these (international) sales were generated by Buhrs’ Dutch operations.

Administrator Michel Moeijes, of Tanger Advocaten, welcomed the news: “As the administrator, I am glad that a restart can take place and that this Dutch company can be saved.”

Peter Paul de Vries of Value8 NV said: “The combination of a high-quality product, loyal customers and dedicated staff provides good opportunities to leave the recent problems behind us and expand Buhrs as a healthy, profitable company.”

“Vietnam is a key market for Damco and we will continue to invest in infrastructure, technology and people to support the increasing demands from our customers here. We have taken active roles to support the advancement of the domestic logistics industry by working with private and government sectors to improve supply chain efficiency in Vietnam,” said Tony Hotine, chief executive of Damco, Asia Pacific. “By integrating warehousing services with our extensive network and capabilities, customers are able to increase efficiency and agility in their supply chains. We are well-positioned to increase our market share in Vietnam.”

The logistics centre will serve both Cat Lai port and Cai Mep port and is well-connected by road transport. A plan to link the facility to barge infrastructure as an alternative to truck transport is also in place, allowing customers to reduce overall transportation costs and carbon emissions.

The facility will be C-TPAT certified and offers consolidation, bonded, domestic and general warehouse services. It is scheduled to be ready by April 2011.

“The new facility is positioned strategically to meet our customers’ growing needs for quality and flexible integrated logistics solutions in one of the fastest growing regions in Vietnam. It will become a central gateway in our distribution networks connecting South, Central and North Vietnam,” said Narin Phol, country manager for Damco in Vietnam and Cambodia.

In the test, the electronic version of the newspaper will be delivered to NetPosti, an electronic mailbox provided by Itella. The objective is to involve five to ten mail recipient households who already participate in the experiment carried out in Anttila, Porvoo, concerning the electronic delivery of letter mail.

“Newspapers in electronic reading devices are already common in many countries. With the Borgåbladet newspapers and those reading it, we want to try out how suitable newspaper reading with an electronic device is in Finland. We will also obtain experiences on whether Finns have an interest in and a need to use the reading method enabled by the new technology. We believe that the test will also more extensively benefit the Finnish media sector as it considers operating models of the future,” said Tommi Tikka, development director.

“Participating in the test is a valuable opportunity for us to try out new means of reaching our readers,” said Stefan Holmström, editor-in-chief of Borgåbladet.

In the experiment, launched in the Anttila area in Porvoo, the participants received their letters in electronic format in NetPosti. The experiment involved a total of 140 companies and households in the area. The participants have been mainly satisfied with the new way of receiving letter deliveries, and the experiment has already been modified according to the feedback given by the customers.

“It is great that Borgåbladet joins in. There are residents in Anttila in Porvoo, who have a positive attitude towards testing something new, and they see that in this way, they can contribute to the progress of development. We believe that a sufficient number of interested participants will also be found to read their newspaper in electronic format,” said Tikka.

The Florida facility, which will open its doors in November, will offer mailers the opportunity to benefit from postage discounts, increased mailing efficiencies and delivery optimisation via Pitney Bowes’s nationwide presort network.

It will have the annual capacity to presort more than 40m pieces of First-Class(TM) letter mail and Standard-Mail(R) in its first year of operation. The 40,000-square-foot centre will employ approximately 30 people by the end of 2010.

“Our new facility in Jacksonville will serve as an important gateway for Pitney Bowes to offer Florida customers convenient, one-stop presorting of their mail to help optimise deliverability and reduce postage costs,” said Jay Oxton, president, Presort Services, Pitney Bowes. “We are thrilled to join the Jacksonville business community and look forward to working with area customers to meet their mail presorting needs.”

APC Overnight will use the new high-performance, low-emission forklifts at its main UK hub in the midlands and at its Scottish operation in Bellshill, near Glasgow.

“APC Overnight is experiencing tremendous growth and so we have taken the opportunity to invest in new forklifts to boost our handling operations. We are pleased that Linde Creighton has been able to supply us with these advanced forklift trucks locally. We have a long association with Linde Creighton in Birmingham and we have always received excellent service,” said Ivor Skinner, APC Overnight’s managing director.

Quarcoo said it is the government’s determination to ensure that all citizens of Ghana enjoy access to the best possible universal postal service at the lowest price.

“It is obvious that today’s environment demands innovative ideas from business that want to survive”, hence the Ghana Post must take advantage of the wealth creating capacities of the new systems to re-invent the postal business to winning enterprise.

ICT, he noted, has taken a lot of businesses away from the Service, but was quick to point out that, the same ICT can provide the Ghana Post with limitless opportunities to regain revenue lost.

Ghana Post managing director Abdulai Abdul-Rafiu hinted that the service will soon introduce modernisation, including the computerisation and networking of all post offices in the country to become more efficient.

“We in Ghana Post have reached a stage  where we need to re-position ourselves to face the changes in the industry squarely and even go on to become an industry  leader,” he stressed.

Signing the partnership agreement were Khaled Bin Butti Bin Obaid, assistant director general for membership and branch affairs, SCCI, and Hamdi Osman, senior vice president operations - Middle East, Indian subcontinent, Africa and GSP markets.

Khaled Bin Butti Bin Obaid said: “Our new partnership with FedEx is part of the SCCI’’s Membership Management Plan, a strategic initiative that is aimed at providing our members with world-class services that can help them in their efforts to increase and improve efficiencies, productivity and profit.

“Our choice to partner with FedEx is the result of the chamber’s search for a company that could provide our members with key services and products that do not compromise on quality and strictly adheres to set terms and conditions.

“Moreover, this new partnership not only complements our thrust to provide more value added services to our members but also helps us in the bid to position Sharjah as an ideal business and investment destination in the Middle East region.”

Under the new partnership, FedEx will provide SCCI members with services that include the installation of automated devices in strategic locations to enhance efficiency and reduce paperwork. FedEx will also assign a FedEx representative to be stationed at the SCCI Headquarters.

Aside from the agreed key services and products, FedEx will also provide SCCI

members with strategic customer service training and will also assist the chamber in organising private sector symposiums–introducing Sharjah’s business sector to best practices that can be adopted to increase productivity and efficiency.

In July alone, revenue was up 12.8% on 2009 levels, at just over 9.5bn Yuan.

Shipping volumes for the period stood at 1.23bn, which equates to a growth of almost 24% year-on-year, whilst express delivery shipping volume in July grew almost 19% to 190m.

The Group also said it has consolidated new areas of growth in online marketing fully in accordance with its 2015 strategy. As a subsidiary, nugg.ad will continue to be an independent targeting service provider for marketers and advertising agencies from the company’s headquarters in Berlin. The company structure remains unchanged and will be expanded.

As a subsidiary of Deutsche Post, nugg.ad wants to drive forward the vision of a new market standard for targeting campaigns.

“nugg.ad is an ideal addition to Deutsche Post’s portfolio. Its solid track record of success and strength of innovation, as well as its clear focus on data protection and sustainability, impressed us,” said Jürgen Gerdes, Group chairman responsible for mail at Deutsche Post DHL. “We are confident that we will establish our position in the online advertising market with nugg.ad and wish to make available a lasting independent technology platform for the European market,” he added.

“Since the company was founded in 2006, nugg.ad has not only been an initiator but has also driven innovation in the area of targeting.  Deutsche Post has recognised this and will implement the vision of predictive behavioral targeting with nugg.ad as a solution for digital brand management for the future and establish it as a market standard. It is a dream combination for us because in Deutsche Post we have found a buyer that consolidates our position like no other as a neutral service provider in the value creation chain,” said Stephan Noller, CEO of nugg.ad.

“We financial investors are proud to have been a part of nugg.ad since 2006. A consortium of bmp, IBB, Media Ventures and the European Founders Fund, has been supporting the team in its development to become a leading European targeting supplier. We see in the acquisition by Deutsche Post clear potential for the company to continue to grow independently,” said Jens Spyrka, former AR chairman of nugg.ad and representative of the lead investors for bmp media investors.

Doust will take up his position as Blackbay’s CEO in early September and joins the company fresh from his position as vice president at Sybase where he managed and led the Sybase enterprise mobility business in Europe.

Previously, Doust was vice president Europe for mobile specialist Pointsec where he drove significant market growth. Doust also served as vice president World Wide Mobility for Extended Systems, another mobility specialist software company. Again he grew the global business and was instrumental in the sale of Extended Systems to Sybase.

“Nigel brings with him extensive experience of enterprise mobility solutions and strong relationships within the market,” continued Azulai.  “Importantly for us, Nigel has already displayed outstanding leadership qualities, combined with the ability to continually strengthen and enhance relationships with existing customers and drive revenue from new customers, and new markets.”

“My position at Blackbay provides me with a fantastic opportunity to take a fast growing company to the top of its market,” explained Doust.  “Initially, my focus will be on continuing Blackbay’s commitment to deliver market leading levels of service and support to our existing customers, driving sales, and expanding the company’s operations within the North American enterprise mobility solutions space.”

Doust also plans to work closely with Blackbay’s R&D team to drive investment to further increase the features and functionality of the company’s field service, postal and transport and logistics solutions. “It is increasingly important that Blackbay is able to deliver innovative, highly scalable and integrated solutions which support the needs of our current customers and those of new customers, across multiple platforms,” added Doust.

“With Nigel at the helm, Blackbay will be in the best possible position to grow our enterprise mobility solutions market share and to exceed our revenue expectations,” concluded Azulai.

The TNT branded establishment will give children the opportunity to get hands-on experience in collecting and distributing documents, parcels and freight.

Within TNT’s new facility, not only do the children get to carry out the full distribution process, but they are also trained to handle special services, such as collecting and distributing various types of materials and handling important time critical deliveries to different locations around the mini city.

Sales and commercial director for TNT Express UAE, Mark Woodcock, said: “We are all very excited to see TNT take to the floor in KidZania. Everyone who has visited the establishment so far has been amazed by the pace of the environment and how much children seem to enjoy participating in the world of work. Out of the thousands of children who visit every day, there is a very large proportion that chooses to take on a job in distribution and we have tried to make this as true to life as possible.”

Will Edwards, governor, KidZania Dubai said: “KidZania is dedicated to providing our young visitors with unparalleled learning experiences. We are very proud to partner with TNT Express in Dubai, a leader in the logistics industry. Their participation will further enhance children’s understanding of the profession. The TNT Express establishment will provide children the opportunity to work in a courier service delivering and collecting parcels around the entire mini city.”

Saturday delivery will be cut later this year unless the move is vetoed by Congress.

The APWU said more than 3,000 of its members will gather in Detroit to listen to Union president William Burrus deliver “a spirited denunciation” of the USPS proposals.

The Rev. Jesse Jackson will also speak, according to a union spokesman.

Burrus said cutting Saturday deliveries “would lead to the demise of the world’s most efficient, affordable and trusted postal system.”

The APWU also believes that Congress should relieve the USPS of an onerous provision of the 2006 postal reform law that requires the Postal Service to pay more than $5bn annually to “pre-fund” healthcare benefits for future retirees.

Burrus continued: “While we will not win every battle, we will do everything in our power to protect the interests of APWU members. Let us individually and collectively determine that every day we will sharpen our arguments, we will improve our means of persuasion, and when all else fails, we will appeal.

“Let us everyday continue the great traditions of the American Postal Workers Union.”

The poll comes on the day that Balls and the CWU launched a campaign to ‘Keep the Post Public’, following suggestions from coalition Ministers that the Royal Mail could be privatised or partially sold off.

The poll shows that the majority of Conservative (51%) and Liberal Democrat voters (63%) support a fully publicly-owned Royal Mail, with support for public ownership rising among older age groups who are more likely to be reliant on the postal service (70% of over 60s).

Only 13% of voters back suggestions to sell a minority stake in the Royal Mail to a private investor.

Balls said: “The universal post is a vital and trusted service for millions of people, particularly pensioners and those living in more remote areas. And this poll shows voters reject plans by the coalition government for a full or partial sell off of the Royal Mail.

“Rather than privatising or breaking up the Royal Mail I believe we must keep it universal in the public sector, as Labour promised in our manifesto. The Post Office is also a trusted source of financial products and services so we should transform it into a ‘People’s Bank’.

“There are big challenges ahead, but Royal Mail and the Communication Workers Union have made massive strides to agree tough modernisation plans which mean it has a long-term future in the public sector.

“But the case for privatising or selling off parts of the Royal Mail has not been made. With the economy so uncertain it’s unlikely to fetch a fair price and the taxpayer may still be expected to carry the burden of Royal Mail’s pension deficit - a massive public handout to whoever bought the company.

“The right solution is to make a modernised Royal Mail work as a public service. So over the coming weeks, I will be campaigning with CWU members to keep the post public and reject any proposals to sell it off.”

Billy Hayes, general secretary of the CWU, said: “This poll reaffirms what we already knew. The British public does not want their postal services sold off. The union and the company have worked hard to agree a fully funded modernisation plan and that work needs support from the government.

“We agree wholeheartedly with Ed Balls’ comments. We hope that the coalition government will recognise that the British public don’t want the sale and will follow Ed’s lead in defending a hugely popular public institution and drop plans for a bill to privatise it.”

Over the years activities at BRU hub grew tremendously and were instrumental for expanding DHL Express’ regional Benelux and European operations.

Today, DHL’s BRU hub employs around 600 people and processes 60-70,000 parcels a day. More than 20 aircraft and hundreds of trucks are loaded and unloaded every day. The hub has an air transport capacity of more than 300 tonnes per day, which amounts to more than 75,000 tonnes per year. Combined daily air and ground transport capacity is around 800 tonnes per day.

The BRU hub is one of the most important regional hubs for DHL in Europe and is connected, through DHL Express’ European and global network, to over 200 countries around the world. The BRU Hub has direct flights to East Midlands and Luton (UK), Vitoria (Spain), Bergamo (Italy), Lagos (Nigeria), Nantes (France) and of course, Leipzig (Germany). DHL is the only logistics company located at Zaventem airport itself, which enables easy and efficient loading and unloading of planes.

Koen Gouweloose, managing director Benelux Hubs & Gateways, said: “Our Brussels hub is an important centre for the distribution of express shipments leaving and entering the Benelux region. We will continue to utilize the hub’s potential within the greater European network, as we are constantly looking for ways to provide a better service to our customers”.

This new station also houses a convenient FedEx World Service Center with ample customer parking.

“The FedEx station in Ponce reaffirms our commitment to the Puerto Rico business community and provides customers with improved accessibility to our services. This investment exemplifies our long-term commitment with the economic development of Puerto Rico, especially this year when we celebrate our 30th anniversary on the island,” said José A. Narváez, managing director of Operations for FedEx Express, Puerto Rico.

“The FedEx investment in Ponce instills a great dose of positivism in our city’s economy, which will definitely bring the progress that our citizens really need” said María “Mayita” Meléndez, mayor of Ponce.

The chairman, Rt Hon Jim Bolger ONZ, said in view of the difficult trading environment the company drew some satisfaction from holding the underlying operating net profit of $73.6m to just under 5% of the $77.2m normalised earnings in the 2009 financial year.

He confirmed the underlying NPAT was affected by declining mail volumes, a weaker economy and generally tight margins in a competitive business environment, especially the banking sector. These conditions resulted in reduced contributions from Kiwibank, and the postal services and data management businesses.

“However, a series of non-recurring one-off items totalling $72.4m reduced our reported profit to $1.3m for the year. These items arose in the second half of the year and related to influences outside our control or to historical issues.”

The one-off costs were:

• $19.8m arising from a taxation change introduced in the May 2010 Budget affecting the depreciation treatment of property assets.
• $17.4m of write-downs and provisioning in the international mail business.
• $5.3m relating to the write-down of various assets, including property and aircraft, whose value has been affected by economic conditions, and other adjustments.
• A reduction of $29.9m associated with ParcelDirect Group (PDG), New Zealand Post Group’s 50:50 courier joint venture with DHL in Australia.

Bolger confirmed the non-recurring items as largely non-cash expenses.  “As such, our cash position remains strong and the Group’s commercial value, as well as our debt servicing capability, is not materially affected,” he said.

The Board has declared a total dividend for the year of $6.42m.

Bolger expected market conditions to continue to be challenging in the immediate future, but was optimistic the Group would achieve its financial targets.

“As I have previously said, we are actively addressing the impact of electronic communications on our traditional mail business and the inroads online transactions are making in other parts of our business, including the Retail network.  We continue to closely manage costs and we are progressing the evaluation of options to ensure the future sustainability of our postal and retail networks in the digital world.”

In February, UPS has said it would lay-off at least 300 of its 2,800 airline pilots, saying that it had been working with its union, the Independent Pilots Association (IPA), for the past year to identify ways to cut operating costs to avoid any pilot furloughs.

To date, UPS has released 109 pilots.

UPS spokesman Norman Black said: “Our business model is pretty simple: packages equal jobs. Our hope is that the economy improves to the point we can return more employees to work. We will continue to examine business conditions and adjust pilot staffing levels appropriately in the future.”

Big news this week from the Middle East, where TNT SAB Express, the Saudi Arabian arm of TNT Express, announced it is expanding the scope of its activities and services in the country. The company will increase its workforce and transfer its main branch in Jeddah to new executive offices. The company had recently announced a 30% increase in revenues for the first half of 2010, whilst introducing two additional retail outlets in Jeddah. Martyn Wright, managing director, TNT SAB Express Saudi Arabia: “Saudi imports have grown significantly over the past few years and have catapulted the country ahead of other leading Middle Eastern countries in the logistics field. Our strong performance for the first half of this year especially reflects the growing opportunities in the Kingdom’s delivery services sector, and we are adopting fresh strategies to become even more visible in this growth market. Our move to new offices will further enhance our image and leverage the strong global patronage enjoyed by the TNT brand.”

In the UK, MoneyGram International announced that it has signed a multi-year contract extension with The Post Office. The Post Office, which has been a MoneyGram agent since 1997, offers MoneyGram money transfer services in every one of its 12,000 branches throughout the UK. It has the largest retail network in Western Europe, and over 93% of the UK population lives within one mile of a Post Office. The partnership with the United Kingdom’s Post Office is MoneyGram’s longest-standing post office agent relationship. As part of its growth strategy, MoneyGram strategically aligns itself with post offices, providing consumers with convenient access to reliable and affordable money transfer services close to where they live and work. Other post office systems in MoneyGram’s network include Canada, Cape Verde, Cyprus, Guernsey, Isle of Man, Italy, Jamaica, Jersey, Kazakhstan, Kenya, Moldova, Poland, and Ukraine.

Over to the United States, and USPS has asked the Postal Regulatory Commission (PRC) to reclassify some Standard Mail parcels to complement its current shipping product line. The move is designed to maintain true value in a competitive shipping market. The strategy for Standard Mail small parcels redesign is included in the Postal Service’s exigent price case, filed with the PRC on 6 July.  The redesign eliminates confusion for customers by breaking this category of mail into two significant and distinct customer segments; marketing parcels and fulfillment parcels. The filing is a formal request to transfer commercial Standard Mail Fulfillment Parcels from the market-dominant product list to the competitive product list.  If approved, fulfillment parcels would become a lightweight subcategory of Parcel Select. The only real difference between the two products is the weight.  Standard Mail fulfillment parcels weigh less than one pound; prices for Parcel Select start at one pound. “This is a competitive market and there are other shippers in the marketplace fulfilling this weight for packages,” said Gary Reblin, vice president, shipping services. “This is a logical change and customers will no longer have to navigate two different products and rate structures for one business need.”

And finally…

If you’d like to pen an article for Post&Parcel, we are ready and willing to showcase your talents to the industry. Contact Chris Dolan on chris.dolan@triangle.eu.com.

Gati, the Indian partner for GLS, will focus growth around Express Distribution and Supply Chain Solutions.

The company also highlighted an ambition to grow its business on the international stage, via partnerships and acquisitions.

Mahendra Agarwal, managing director & CEO at Gati, said: “Our strategy is clearly on a focused growth for the two major areas we see as the future of Gati - Express Distribution and Supply Chain (Ambient and Cold Chain) Solutions. As such, these are the two verticals in which Gati is now being restructured.

“Shipping is an area which is more cyclical and needs a different kind of strategy for its sustained growth. We have not been able to give it the much needed attention and investments in the shipping haven’t been made due to the turbulent market conditions which prevailed for most of last year.

“We have therefore made the decision to de-merge the Shipping Division into a wholly owned Subsidiary. The new subsidiary will be called “GatiShips”. Strategically, this now allows us to focus our internal investment efforts on the core segments of Express Distribution and Supply Chain, with a special focus on the Cold Chain.

“With our strategy to build upon our core strengths of Express Distribution towards Solutions and Knowledge offerings to our customers, Gati will form the new Division for Supply Chain & Cold Chain. Under the brand Gati RedSun, the new Division will offer both Cold & Ambient Supply chain solutions. This move will also allow us to bring into alignment our existing subsidiary and the Kausar Brand as a product offering under the new Division.

“Our strategy of being a truly global company is bearing strong results as our International business has shown the strongest growth this quarter. Our focus is on India, while we ramp up our presence in the APAC region. Today, through our International Division we are present in Thailand, Singapore, China, Dubai & Hong-Kong. We recently opened our offices Malaysia and shall soon be doing the same in two more countries this half. Our SAARC business continues to show strong growth and we are looking at offering our Indian customers the benefit of a seamless Asia Pacific wide Distribution and Freight Forwarding solutions.”

“I am quite open to acquisitions or partnerships in the APAC region as this allows us to foster an accelerated growth strategy. The team is working on this and we shall make periodic announcements on this.” said Agarwal.

“The Logistics sector will be a major beneficiary with the introduction of GST. We expect the distribution model to change and get realigned to the way and manner the procurement will be done that involves redesign of supply chain structure to make it simpler and more efficient. The Model suggests different rates i.e 16% for services and 20% for goods which we recommend should be one. Unified GST and not central GST and State GST rates would have been a simpler option.”

“Our Go to Market strategy, will clearly differentiate us from our competitors and shall be focused on creating value for our customers as well as our shareholders, taking our brand closer to the market and the consumer, creating platforms of IT and Solutions for better engagements and longer contracts with our customers and finally take us to an unassailable market leadership position,” concluded Agarwal.

Gati revealed the plans for growth as it published financial results for the year ending June 30, 2010. Company revenue grew 31.6% during Q4, compared to the same period for last year. Revenue grew 19.2% for the year. Gati said it also had out performed on the EBITDA level by delivering a solid 39.9% growth over last year.

Information and Communications minister Samuel Poghisio says the move is not a retrenchment exercise but measures to make the corporation lean as it makes room to grow its revenues.

“There needs to be some order at posta and we need to help posta shed some of the weight it has in terms of works and such,” Poghisio said.

The decision to let the workers go was arrived at last year after consultations with the ministry and is expected to cost Sh2m.

Poghisio said the Postal Corporation is now charged with more responsibilities that encompass courier services and internet services that needed to be developed.

“The Postal Corporation needs to be supported to do what it does best which is provide services to Kenyans. It has the potential to grow rapidly,” he said.

The Minister spoke as he led corporation heads through a performance contract signing ceremony. He urged the parastal heads to change with the times and usher in cutting edge strategies that would take their organisations forward.

The Kenya ICT Board was challenged to increase the country’s internet infrastructure to ensure its services are available to all Kenyans. The Brand Kenya board was given a five-month deadline to have its master plan in place as it seeks to market Kenya globally.

“Performance contracts are a very serious issue. It’s not going to be business as usual and we will be raising the bar much higher going forward,” he stressed.

Courses in the areas of logistics, sales/communication, IT and maintenance are offered.

On 12 different training courses Swiss Post is currently providing vocational training for almost 2,000 young people in total.

With its attractive and diverse range of apprenticeships, Swiss Post enables interested young people to enter the working world. In 2004, Swiss Post offered 480 apprenticeships. This year it was 748, and next year 751 new apprentices will join the company. The majority of apprenticeships offered by Swiss Post are in retail and logistics, followed by apprenticeships in commerce and IT.

Swiss Post is currently training 1,957 apprentices on 12 training courses in the areas of logistics, sales/communication, IT and maintenance. All Swiss Post apprenticeships are recognised by the Federal Office for Occupational Training and Technology (BBT).

With 518 final examination passes in 2010, the success rate for apprentices was over 97%. Around 90% of the successful trainees were able to remain with Swiss Post on completion of their courses.

Both the OUR and Guernsey Post have welcomed the agreement, noting that it demonstrates a constructive and progressive approach on both sides.

John Curran, director general of the OUR, said: “Our objective is to ensure that Guernsey’s postal market is as efficient and competitive as it needs to be to support the wider economy and to provide the important social service that all postal customers value. An important aspect of that objective is protecting the universal service which Guernsey Post has the responsibility of delivering. We believe that the agreed proposal represents a way forward which meets these objectives and as such is one to be welcomed.

We are grateful to Guernsey Post’s CEO, Board and management for the constructive approach which it has taken during our recent discussions on this issue and which have helped bring about this resolution. We are optimistic that the constructive approach which both sides have adopted will continue and be consolidated in relation to future regulatory matters.”

Welcoming the agreement Boley Smillie, chief executive of Guernsey Post said: “We are pleased to have reached agreement with the OUR, the result of which is in the best interests of our customers and Guernsey Post. We believe that this resolution maintains the Reserved Area at a level that should be sufficient for Guernsey Post to continue to sustain the universal postal service. It also allows us to move forward as a business and concentrate our efforts on delivering a quality, cost efficient service.

“Guernsey Post accepts that it is important for Guernsey’s economy that customers have access to competitive pricing. Whilst I believe that Guernsey Post can retain significant business in a competitive market, we are keen to ensure that any competition is fair and regulated.

“Guernsey Post’s business faces similar challenges to all postal providers. I am confident that my colleagues, our trade unions, and the Board are all fully focused on those challenges which include ensuring a sustainable universal service.”

As regards the ongoing appeal, this will be stayed to allow the OUR to consult on the terms of the proposal for a revised reserved area. Subject to the outcome of the consultation, the proposal will take effect soon after this consultation is complete. The OUR is also proceeding with its work on licensing arrangements for new postal operators as a matter of priority.

As regards future competition measures, both parties have confirmed their hope that the constructive dialogue which has taken place recently will continue into the future.

Guernsey Post has confirmed that it supports a move towards full liberalisation of the bulk mail market, provided adequate measures are in place to protect the universal service which Guernsey Post is required to maintain. The OUR has welcomed this statement, noting that any move to full liberalisation in the bulk mail market would be prefaced by a full consultation exercise in which consideration will be given to all relevant factors. The factors to be considered will include measures such as licensing of competitors, greater pricing flexibility for Guernsey Post in a competitive market and provision for a compensation fund to support the universal service obligation, should that be required.

The OUR and Guernsey Post have also agreed to fully support the work of the Commerce & Employment Department in reviewing the scope of the universal service obligation and expect to meet with the Department in the near future to progress this work.

More to follow…

In addition to increasing a mailing’s return on investment, adMail also aims to promote best practice in data management; customers using the adMail service will commit to diligent data processes through suppression of customer and prospect data against consumer and business data files, such as the Mail Preference Service.

adMail is available for delivery in a five working day delivery window and is for customers sending upwards of 4,000 items a day, or at least 10,000 items a day for Access 700 CBC customers.

Nick Wells, chief executive of TNT Post UK, said: “adMail offers the direct mail sector a new, cost-effective and efficient service that meets the needs of marketers in the current economic climate. By introducing a reduced cost service for promotional direct mailings, we aim to provide real value to customer.”

The company had recently announced a 30% increase in revenues for the first half of 2010, whilst introducing two additional retail outlets in Jeddah.

Martyn Wright, managing director, TNT SAB Express Saudi Arabia: “Saudi imports have grown significantly over the past few years and have catapulted the country ahead of other leading Middle Eastern countries in the logistics field. Our strong performance for the first half of this year especially reflects the growing opportunities in the Kingdom’s delivery services sector, and we are adopting fresh strategies to become even more visible in this growth market. Our move to new offices will further enhance our image and leverage the strong global patronage enjoyed by the TNT brand.”

The company is looking to benefit from the growing population of nationals and expatriates, and its accelerating economy.

Around 26.5m people live in the Kingdom, with an estimated 26% being expatriates. The population is expected to climb to as high as 31.7m over the next five years, with expatriates expected to number between 7.9 to 8.5m. This demographic profile along with the robust local economy requires a wide range of services such as express delivery.

The association has developed a worldwide freight security standard which specifies minimum acceptable security requirements for assets travelling throughout the supply chain and the methods to be used in maintaining those standards. Class A accreditation means that the Amsterdam facilities comply with the highest levels of security under TAPA.

“‘Safeguarding our people’s safety and our customers’ products are priority issues for Aramex,” said Aramex general manager Netherlands, Marco Klaassen. “Following a rigorous inspection process, we are delighted to have been granted Class A certification for our Amsterdam station.”

TAPA standards are regarded as the premier guides for practical security and safety methodology. In The Netherlands, LR (Lloyds Register Quality Assurance) evaluates forwarders based on such criteria as facility security, alarm equipment, CCTV, lighting, personnel, truck acceptance and dispatch management, use and control of locks and security cards, checks of cargo delivery and receipt together with management control of documents, records and information before granting TAPA certification.

“We are delighted to have Greg Carstens leading UPS in Singapore,” said Craig Foster, vice president, South District, UPS Asia Pacific Region. “We will draw on his extensive experience in Asia to further develop our business in Singapore, which is a key strategic market for UPS.”

Based in Singapore, Carstens will oversee all aspects of UPS’s operations there, including marketing, business development, international trade services, industrial engineering, human resources, customer service, security, finance & accounting, supply chain solutions and air operations.

Carstens began his business career in 1981 in Sydney, Australia, working for a small freight forwarding company. In 1987, after holding various positions in the industry ranging from courier driver to export operations manager, Carstens became the operations manager for the service agent that UPS was using at the time in New Zealand. He joined UPS Australia in 1992 as an operations supervisor, then was promoted to brokerage manager in 1994 and operations manager in 1997.

In 1999, Carstens assumed command of UPS operations in New Zealand. He subsequently served as the general manager of UPS Vietnam from 2005 to 2007 before moving to Thailand.

“Singapore is a key strategic market not just for UPS, but also for many of our customers around the world,” Carstens noted. “The country’s strong economic credentials and geographical advantages make it a vital part of UPS’s network in the Asia Pacific. Our customers are interested in growing their businesses and my immediate task is to support them with UPS’s expertise in exports and logistics.”

Operated by Danmar Lines, DHL Global Forwarding’s in-house carrier, the Singapore service is expected to cut up to a week off transit times.

From Koper, shipments are distributed to neighbouring countries via DHL’s trucking network.

DHL also said it will launch the service between Hong Kong and Koper.

“Kiwibank is a remarkable success story, achieving over 700,000 customers in eight years, delivering quality straight-forward banking to New Zealanders.

“New Zealand Post Group wants to take Kiwibank go to the next level, expanding into new sectors such as business banking,” he said.

New Zealand Post Group did not require a direct capital injection from the Government.   Kiwibank has sufficient capital for immediate growth plans, aided by the raising of NZ$150m of tier 1 capital through a perpetual callable non-cumulative preference share issue earlier this year by Kiwi Capital Securities Ltd.

Roche said the uncalled capital could only be utilised as protection against a significant unforeseen external event, and was not available to fund growth activities or support deterioration of earnings in regular business.

“What the uncalled capital does provide is the base for a stable credit rating from which New Zealand Post Group can launch ambitious and exciting growth plans for Kiwibank.  That will be good for the Group and all New Zealanders,” said Roche.

The Government and New Zealand Post Group are in the end stages of finalising the terms and conditions under which the facility will be provided. A further announcement on these details will be made once they are available.

The company developed and manufactured systems for poly and paper wrapping, envelope inserting and fulfilment.

Michel Moeijes of Lawyers Tanger was appointed administrator in June.

In a joint statement with Joost van der Klooster, Buhrs chief executive, Moeijes said: “During this phase…Buhrs will operate as much as possible under normal conditions. Buhrs is making every effort to avoid delays in delivery; we apologise for any delays that might occur.”

Buhrs already introduced and implemented a global reorganisation programme that began in 2008 and has continued through to 2010. This programme has lead to fixed costs reductions of 40%.

Buhrs currently employs around 250 people.

“Management of Buhrs Mailing Solutions BV is working closely together with the appointed administrator Mr. Moeijes in order to keep the process as efficient as possible on behalf of all stakeholders,” said the statement on the company website.

Estonian Post launched a pilot project to test parcel terminal in June, the first machine was installed in downtown Tallinn, Viru Centre. The pilot project received positive feedback from customers and partners.

“The company plans to install parcel terminals to most visited locations over Estonia, so that they can be used 24 hours a day”, said Estonian Post Board member Aavo Kärmas.

Self service parcel terminals will be introduced primarily in Estonia and later in Latvia and Lithuania.

“We want to offer customers all delivery channels - courier, post office and automated terminals”, added Kärmas.

As a result of public procurement, Estonian Post will look to sign a five-year contract with the successful bidder.

Application for participation in the tender procedures, together with qualification documentation must be submitted no later than 24 September.

This represents a value of € 0.2892 per dividend right which is 3.30% above the value of the cash dividend. The conversion rate has been based on the volume-weighted average share price of € 20.8256 for all TNT N.V. shares traded on Euronext Amsterdam over a three trading day period from 13 up to and including 17 August 2010.

Over 47% of outstanding capital has elected for dividend to be paid in shares, which results in approximately 2,450,000 new ordinary shares being issued as stock dividend.

The stock dividend will be paid out of additional paid in capital as part of the distributable reserves, free of withholding tax in the Netherlands.

The dividend will be payable as from 20 August 2010.

As part of the process, myWarehouse has developed a bespoke fulfilment management system, including a voice picking solution, which has been designed to reduce footfall, increase productivity and avoid errors.

Richard Tucker from myWarehouse said: “The new fulfilment centre provides the necessary capacity to provide a quality solution to new and existing customers. We selected this site because it matches the company’s growth strategy moving forward and we are already looking at adding a mezzanine floor that will further boost the storage space.”