Appendix 1:
Strategy/Mission
Vision: To be the fastest and most reliable provide of express delivery services
Mission: We empower employees to provide the fastest and most reliable service which involves upholding our quality principles for the benefit of all stakeholder involved with organisation thereby enabling us to achieve the vision
The most important elements of the Express Strategy include: Creating outstanding levels of customer satisfaction
Equipping employees to fully satisfy customer needs and seeking recognition everywhere as an Investor in People organisation
Expanding our company-owned network of depots to offer later collection and earlier delivery times
Increasing the number of linehaul connections to achieve shorter transit times Introducing leading edge support technologies that provide added value to the customers
Extracting time from processes performed by the company and adapting a right first time approach in every part of the business
Achieving continuous improvement by always striving to beat our previous best performances
Integrating our domestic and international express delivery services where appropriate in a systematic fashion to secure cost savings together with shorter door to door transit times
Strengthening the TNT brand through cost effective measures and by increasing top of mind awareness of our range of reliable on demand express delivery services
Appendix 2:
Cost Pool Descriptions
8) SalesField me_Sales
Labour and Labour-related costs relating to the field sales function, the main objectives of which are to:
Maintain and grow current customer sales accounts (Excluding Major/Automotive Accounts)
Generate new customer accounts.
This category will exclude the costs of national or regional management reporting directly to national- or regional general managers and dedicated divisional management.
13) Warehouse
Warehouse And Office Operations me_OpsWareOff
Warehouse costs includes the labour and non-labour costs of all types of handling and sorting in depots, hubs and sheds.
Warehousing relates to the handling of consignments in or around the warehouse. These activities include the loading and unloading of vehicles, physical handling, moving and sorting of consignments and their induction (receiving and checking the consignments of the check-in-counter).
Typical labour costs included are salaries and wages and related payroll on costs of warehoused operatives,
supervisors and controllers, forklift drivers, loaders and sorters.
Typical non labour costs relates to all costs related to operating and maintaining equipment used in or around the warehouse for warehousing activities. This includes repair & maintenance, operating lease rentals/costs, fuel relating to forklifts, pallet trucks, roller beds, scanners and
storage cages etc. It would also include packing material purchase costs and protective clothing/uniforms.
NON – STANDARD OPERATIONS ME_OPSNONSTD
Dedicated incurred costs for Value Added products such as Store-a-part and
Technocourier i.e. dedicated warehouse, dedicated operations labour examples are Pick
and pack, customer order processing, storage or special handling.
32) Reg/NatMgtOH me_Mgmt
This cost pool relates the labour and non labour costs of regional or national/country general managers or Reporting Unit General Management, including their secretaries.
Functional Management should not be reported here but within the appropriate
functional costs. For example, Commercial Manager costs should be reported under cost pool CommercialDC.
43) RowHoCharge
This cost pool cost pool consists of the following Hyperion account lines:
Corporate HO Charges / Credits (me_CorpHOChg) The notional recharge relating to Corporate Head Office costs should be recorded on this
line. The Corporate Overhead charge is issued once a year with the budget instructions.
The determination of the charge is based on the total cost pool for TPG Corporate Head
Office.
International Express Regional HO Charge / Credits (me_IntExpRegHOChg)
Reporting units should record the amount that they have been charged by the Business
Unit Head Office for its costs on this line. The Business Unit Head Office entity should
report its corresponding credit on this line.
Express Divisional Charges / Credits (me_ExpDivChg) The notional recharge relating to Divisional Head office costs should be recorded on this
line. The Divisional Head Office entity will report its corresponding credit on this line. The
Divisional Head Office charge is issued once a year with the budget instructions.
BU HO Charges/Credits (me_BUHOChg)
Charges made to Reporting Units for the overhead costs allocated to
them by their Business Units Head Office. At a total Business Unit level, this line should
be zero (the credit recorded by the Business Unit Head Office should offset the charges
