508-12/28/22-mh

United States Postal Service

Fiscal Year 2022 

Annual Report to 

Congress

Fiscal Year 2022 Annual Report

Fiscal Year 2022 Comprehensive 

Statement on Postal Operations

Fiscal Year 2022 Performance Report

Fiscal Year 2023 Performance Plan
FY 2022 Annual Report to Congress — United States Postal Service iii

Contents

Report Structure and Purpose 1

Fiscal Year 2022 Annual Report 1

Letter from the Postmaster General and USPS Board of Governors Chairman 2

United States Postal Service Board of Governors 4

USPS Executive Leadership Team (ELT) 10

USPS Organizational Chart 12

FY 2022 Comprehensive Statement on Postal Service Operations 14

USPS History and Mission Statement 14

Commitment to Diversity 15

Overview of Postal Service Operations 15

Key Financial and Operating Statistics 25

Executive Compensation 31

FY 2022 Performance Report and FY 2023 Performance Plan 32

Corporate-wide Goals and Targets 32

High-Quality Service 34

Excellent Customer Experience 37

Safe Workplace and Engaged Workforce 41

Financial Health 44

Strategic Initiatives 52

Additional Information 54

FY 2022 Annual Report to Congress — United States Postal Service 1

Report Structure and Purpose

This document consists of the following four reports:

 The Fiscal Year (FY)1

 2022 Annual Report, including 

a statement from the United States Postal Service 

(USPS) Postmaster General and USPS Board 

of Governors Chairman on our2 operations 

 The FY 2022 Comprehensive Statement 

on Postal Service Operations 

 The FY 2022 Annual Performance Report 

 The FY 2023 Annual Performance Plan 

This document’s purpose is to provide Postal Service 

information to stakeholders The document fulfills the 

requirements of the following articles of Title 39 in the 

United States Code (U S C ):

 414(f), on the reporting of financial information 

related to special postage stamps (p 20) 

 416(f), on the reporting of information 

related to semipostal stamps (p 20) 

 2401(e), on the submission of a 

Comprehensive Statement (p 14) 

 2402, on the submission of an 

Annual Report (pp 1–13) 

 2803, on the submission of an Annual 

Performance Plan (pp 32-53) 

 2804, on the submission of an Annual 

Performance Report (pp 32–53) 

 3652(g), on the submission of the Comprehensive 

Statement, Annual Performance Report and 

Annual Performance Plan (pp 14–53) 

 3686(d), on the reporting of executive compensation 

in excess of Federal Level Executive 1 (p 31) 

1

 All references to a specific year or “the year” refer to the Postal Service fiscal year ending Sept. 30, 2022. Specific month and year references pertain to the calendar dates. 

2 The terms “we,” “us” and “our” refer to the United States Postal Service. 

FY 2022 Annual Report

Financial and Operational Highlights

Totals at Sept. 30 Percent Change

FY 2022 FY 2021 FY 2020 FY 2022 FY 2021

(in millions, except percentages)

Total mail and package volume1 127,258 128,842 129,171 (1.2)% (0.3)%

Total revenue with investment and interest income $ 78,812 $ 77,069 $ 73,225 2.3% 5.2%

Total expenses2 $ 79,741 $ 81,999 $ 82,401 (3.0)% (0.5)%

Impact of Postal Service reform legislation3 $ 56,975 $ — $ — 0.0% 0.0%

Net income (loss) $ 56,046 $ (4,930) $ (9,176) (1,236.8)% (46.3)%

Purchases of property and equipment $ 1,796 $ 1,872 $ 1,810 (4.1)% 3.4%

Debt $ 10,000 $ 11,000 $ 14,000 (9.1)% (21.4)%

Capital contributions of U.S. Government $ 16,132 $ 13,132 $ 3,132 22.8% 319.3%

Deficit since 1971 reorganization $ (32,766) $ (88,812) $ (83,840) (63.1)% 5.9%

Total net deficiency $ (16,634) $ (75,680) $ (80,708) (78.0)% (6.2)%

(in actual units indicated, unaudited)

Number of career employees 516,760 516,636 495,941 0.0% 4.2%

Number of pre-career employees 118,609 136,531 148,092 (13.1)% (7.8)%

Total delivery points 164,904,092 163,139,167 161,374,152 1.1% 1.1%

Change in delivery points served 1,764,925 1,765,015 1,472,840 0.0% 19.8%

1 The Postal Service has reclassified the totals for certain mail categories in prior years to conform to classifications used in the current year. These reclassifications are required 

by Postal Service regulatory requirements and are included in this document for consistency among publicly-available information. 

2

 Includes interest expense.

3

 Represents the one-time non-cash benefit due to the reversal of $57.0 billion for past due retiree health benefit obligations that were canceled by the enactment of the Postal 

Service Reform Act (PSRA).
2 United States Postal Service — FY 2022 Annual Report to Congress

Letter from the Postmaster General and USPS Board of Governors Chairman

The United States Postal Service plays a vital role in the 

daily lives of Americans in every community across the 

nation We are an engine of the economy and connect 

people to one another by fulfilling our core mission 

— delivering mail and packages to nearly 165 million 

addresses six days a week, while covering our costs 

through the sale of postal products and services 

Our status is unique: We are an independent agency of 

the executive branch, yet we are expected to operate 

like a business We do not receive tax revenues, 

in general, to support normal operations and must 

compete for customers In fact, our organization was 

not initially set up for the new business lines in which 

we must now compete — and we are adapting our 

sales and marketing efforts to operate more effectively 

in this highly competitive landscape Our success 

depends on a culture of operational precision, worldclass performance, outstanding service, and innovation 

To put the organization on solid footing in 2022 after 

years of losses and underinvestment — and chronic 

operational and service underperformance — we 

continued to pursue the objectives and initiatives set 

forth in the Delivering for America plan that we launched 

in March 2021 

Delivering for America outlines our vision to transform 

the Postal Service into a high-performing organization, 

and this year we made significant progress on our 

short-term and long-term strategies We have made 

great strides toward aligning the organization’s 

operational and financial efforts with a profitable future 

While we are pleased to report this year’s progress, our 

focus remains on continuing to address the financial 

deficit we are facing and stabilizing the organization’s 

future — a future where we will continue to serve the 

nation affordably, reliably, and with precise operational 

accuracy 

With Delivering for America, USPS is well on its way 

to create a best-in-class processing and delivery 

operations network We have launched a program 

to construct modern, streamlined facilities to simplify 

movement of mail and packages — investing almost 

$6 6 billion in core postal infrastructure — and we will 

invest $40 billion outlined in the plan’s 10-year horizon 

And in a milestone that lifted a $57 0 billion burden from 

the Postal Service, we saw enactment of postal reform 

legislation after more than a decade-long effort 

Since January 2022, we’ve installed 110 new package 

sorting machines across the nation, which brings the 

organization’s total to 249 new processing machines 

since the launch of the plan The new equipment, 

combined with increased operational precision, has 

expanded our daily package processing capacity to 

60 million The average time to deliver a mail piece or 

package across the entire postal network is now at an 

impressive 2 5 days 

We placed an initial Next Generation Delivery 

Vehicle delivery order, which will expand our ability 

to electrify our postal fleet — offering greener, more 

environmentally sustainable performance with 

substantially lower fuel costs 

Additional work in the area of sustainability resulted 

in route optimization efforts that have avoided more 

than 124 million pounds of carbon dioxide equivalent 

emissions and realized more than $123 million in 

savings 

We are strengthening and stabilizing our workforce, 

making the Postal Service more than a great place to 

work, but a preferred employer offering a full career 

path, not simply a job We have converted more than 

111,000 pre-career employees to career status since 

October 2020, in part by improving their training and 

employee experience in the first 90 days of onboarding 

We have also improved front-line supervisor training, 

expanded career planning programs, and made a 

better working environment with modern facilities and 

new equipment 

While there was welcome relief as the worst of the 

COVID-19 pandemic passed in 2022, there were 

continued effects on all sectors of the economy 

These impacts — including greater demand for 

package delivery services and reduced demand for 

First-Class Mail delivery — continue to inform our 

strategic investments and competitive posture in the 

marketplace 

This Annual Report to Congress details the steps we 
FY 2022 Annual Report to Congress — United States Postal Service 3

have taken to reorient the Postal Service business 

model and operational structure, and implement 

best practices and investments in service, people, 

and infrastructure The Delivering for America plan is 

focused on growth and designed to build capacity 

and introduce product and service offerings needed to 

compete in, and better serve, the growing e-commerce 

delivery marketplace 

We are quite clearly not the organization we were 

two years ago during the challenging 2020 peak 

season amidst a global pandemic We are now 

becoming structured for precision of execution, as 

was successfully demonstrated to the nation during 

our historic delivery of 668 million COVID-19 test 

kits to 78 million households, on average delivered 

in one day Even with this evidence of progress, it is 

important to acknowledge that headwinds remain, such 

as inflationary pressures on our fixed costs, and that 

legacy challenges will not be resolved overnight 

We are becoming an organization better positioned 

to meet the country’s evolving mailing and shipping 

needs in a financially self-sufficient manner The pace of 

change is steady and measurable, but it will take time 

Our Delivering for America journey is off to a strong, 

promising start, and we are committed to building on 

each and every successful step along the way We will 

strive to become not only America’s preferred delivery 

provider, but the most used delivery service — as well 

as the best run federal agency in the nation 

The more than 635,000 women and men of the Postal 

Service are working diligently to provide the reliable, 

secure, affordable, and universal service that our nation 

thrives on We thank them for their dedication to our 

customers and for delivering to America every day 

We trust that this report enhances your understanding 

and support of our public service mission 

Thank you for your interest in the United States Postal 

Service 

Louis DeJoy

Postmaster General and Chief Executive Officer

Roman Martinez IV

Chairman, Board of Governors
4 United States Postal Service — FY 2022 Annual Report to Congress

United States Postal Service Board of Governors

The Board of Governors of the United States Postal 

Service is comparable to the board of directors of 

a publicly held corporation The Board3 consists of 

up to nine Governors appointed by the President of 

the United States with the advice and consent of the 

Senate 

The Governors select the Postmaster General, who 

becomes a member of the Board, and those 10 select 

the Deputy Postmaster General, who also serves on the 

Board The Postmaster General serves at the pleasure 

of the Governors for an indefinite term, and the Deputy 

Postmaster General serves at the pleasure of the 

Governors and the Postmaster General 

As of September 30, 2022, the Board consisted of nine 

appointed Governors, the Postmaster General, and the 

Deputy Postmaster General 

Roman Martinez IV, 

USPS Board of 

Governors Chairman

Roman Martinez IV 

was appointed to the 

Postal Service Board of 

Governors by President 

Donald J Trump and was 

confirmed by the Senate 

on August 1, 2019 

Martinez will serve for the remainder of a seven-year 

term that expires on December 8, 2024 On January 

12, 2022, he was unanimously elected by his fellow 

Governors to serve as the 25th Chairman of the Board 

of Governors Previously, he was unanimously elected 

by his fellow Governors to serve as the Vice Chairman 

of the Board of Governors on February 9, 2021 Since 

October 3, 2019, he has also chaired the Board’s Audit 

and Finance Committee, and he has served on the 

Election Mail Committee since February 1, 2022 

Martinez began his career as an investment banker in 

1971 at Kuhn Loeb & Company, which merged with 

Lehman Brothers in 1977 He became a partner there 

in 1978 and worked as Managing Director in investment 

banking until his retirement in 2003 

Throughout his career, he was involved in most 

aspects of investment banking, including public and 

private financings, mergers and acquisitions, corporate 

restructurings and overall corporate financial advice 

Since 2003, he has served on the board of directors for 

several companies, including Cigna Corporation, Orbital 

ATK and Bacardi Limited 

Martinez has been actively involved with non-profit 

organizations, including serving as vice chairman of 

the Investment Advisory Council of the State Board of 

Administration of Florida, which required confirmation 

by the Florida Senate He also serves on the Board 

of Trustees of New York-Presbyterian Hospital, on 

the Board of Overseers of the International Rescue 

Committee, and as a member of the Council on Foreign 

Relations From 2005 to 2017, he served on the Board 

of Trustees of the German Marshall Fund of the United 

States 

A graduate of Boston College, Martinez also obtained 

a Master of Business Administration degree from The 

Wharton School of the University of Pennsylvania 

Anton G. Hajjar, 

Vice Chairman

Anton G Hajjar was 

appointed to the Postal 

Service Board of 

Governors by President 

Joseph R Biden and 

was confirmed by the 

Senate on May 28, 

2021 Hajjar will serve 

for the remainder of a seven-year term that expires 

on December 8, 2023 On January 12, 2022, he was 

unanimously elected by his fellow Governors to serve 

as Vice Chairman of the Board of Governors He 

currently serves on the Board’s Compensation and 

Governance Committee and Operations Committee 

Hajjar previously served as the general counsel of the 

American Postal Workers Union, AFL-CIO Before this 

position, he represented unions and workers while he 

was of counsel at Murphy Anderson PLLC, and as a 

principal at O’Donnell, Schwartz & Anderson, PC 

Hajjar has also been an advisor and pro bono attorney 

in employment discrimination cases, many involving 

Arab- and Muslim-Americans He continues to serve as 

a legal advisor to the American-Arab Anti-Discrimination 

Committee 

In 2002, Hajjar was elected to the membership of the 

American Law Institute (ALI) He was elected to the 

3

 All “Board” and/or “BOG” references in this document refer to The Board of 

Governors of the United States Postal Service.
FY 2022 Annual Report to Congress — United States Postal Service 5

ALI Council (its governing board) in May 2010 He 

was an Advisor to the now completed Restatement 

of the Law, Employment Law and is an Advisor to 

the Principles for a Data Economy -- Data Rights 

and Transactions He also served on the members’ 

consultative group on the Restatement of the Law, 

Charitable Nonprofit Organizations and is currently on 

the members’ consultative groups of the Restatement 

of the Law, Consumer Contracts; Restatement of the 

Law, Corporate Governance; and Restatement of the 

Law Fourth, Property 

Hajjar is a graduate of Fordham University and Tulane 

University Law School, where he was a member of the 

Tulane Law Review He also clerked for the Hon Judge 

John Minor Wisdom of the United States Court of 

Appeals for the Fifth Circuit 

Robert M. Duncan, 

Governor

Robert M Duncan 

was nominated to the 

Postal Service Board of 

Governors by President 

Donald J Trump and 

was confirmed by the 

Senate in August 2018 

The Senate confirmed 

Duncan for a second term in December 2019 His 

current term expires Dec 8, 2025 Duncan served as 

the 23rd Chairman of the Board of Governors from 

September 2018 to February 2021 He currently serves 

on the Board’s Audit and Finance, Compensation and 

Governance and Strategy and Innovation Committees 

Duncan’s federal government service began in 1989, 

with an appointment to the President’s Commission on 

Executive Exchange Duncan was assistant director 

of the White House Office of Public Liaison under 

President George H W Bush Duncan served as a 

member of the Board of Directors of the Tennessee 

Valley Authority from 2006 to 2012 and as the Board’s 

Chairman from 2009 to 2010 In 2017, he was named 

the 17th Chairman of the President’s Commission on 

White House Fellowships 

Outside of government service, Duncan served as 

Chairman of the Republican National Committee from 

2007 to 2009 Duncan was also President and CEO of 

the American Coalition for Clean Coal Electricity from 

2012 to 2016, and Chairman and CEO of a community 

bank in Kentucky, from which he retired in 2021 He is 

currently the Chairman of the Board of Trustees at Alice 

Lloyd College, a private four-year liberal arts college 

in Pippa Passes, Kentucky Internationally, he taught 

democracy to former communist leaders through 

the International Republican Institute, and he helped 

found the U S China High Level Political Party Leaders 

Dialogue 

Duncan holds degrees from University of the 

Cumberlands and the University of Kentucky College 

of Law, and he has completed various executive 

education programs 

Derek Kan, 

Governor

Derek Kan was appointed 

to the Postal Service 

Board of Governors by 

President Joseph R 

Biden and confirmed 

by the Senate on May 

12, 2022 Kan will serve 

for a term expiring 

December 8, 2028 He currently serves on the Board’s 

Compensation and Governance Committee 

Kan currently serves as Chief Business Officer for 

Deliverr Inc , an e-commerce fulfillment company In 

this role, he leads business operations and strategy 

Before this role, Kan held a number of high-level 

positions in the federal government, including Deputy 

Director of the White House Office of Management and 

Budget, and Undersecretary at the U S Department of 

Transportation Kan was also a member of the White 

House Coronavirus Task Force and Operation Warp 

Speed 

Before his recent public service, Kan held various 

positions focused on emerging technologies, including 

General Manager for Lyft Earlier in his career, Kan was 

a policy advisor to the former Senate Majority Leader 

and was a Presidential Management Fellow at the 

White House Office of Management and Budget 

Kan currently serves on the Board of Directors of 

Toll Brothers, the nation’s largest luxury homebuilder 

He previously served as a member of the Board of 

Directors of Amtrak from January 2016 through May 

2019 

Kan received a B S degree from the University of 

Southern California, an M Sc from the London School 

of Economics, and an MBA from the Stanford Graduate 
6 United States Postal Service — FY 2022 Annual Report to Congress

School of Business, where he was an Arjay Miller 

Scholar 

Amber McReynolds, 

Governor

Amber F McReynolds 

was appointed to the 

Postal Service Board of 

Governors by President 

Joseph R Biden and 

was confirmed by the 

Senate on May 13, 2021 

McReynolds will serve 

for the remainder of a seven-year term that expires on 

December 8, 2026 She currently chairs the Board’s 

Election Mail Committee and serves on the Strategy 

and Innovation Committee 

McReynolds is a leading expert on election 

administration and policy Her professional career has 

been focused on strengthening democratic institutions 

with a goal of improving the voting experience for all: 

first as an election official, serving as the Director of 

Elections for the City and County of Denver, Colorado; 

then as a thought leader and founding CEO for the 

National Vote at Home Institute and Coalition; and now 

serving as a senior advisor and supporting various 

nonpartisan organizations across the United States 

As the former Director of Elections for the City and 

County of Denver, Colorado, McReynolds led the 

implementation of a first-in-the-nation ballot tracking, 

reporting, and communication program to increase 

accountability and enhance security for mail ballots Her 

efforts garnered national and international awards and 

helped to shape Colorado’s vote-by-mail expansion in 

2013 In 2018, Governing Magazine named her as a 

Top Public Official of the Year for her work to improve 

the voting process She was also recognized as a 2020 

Top Women in Business in Colorado 

McReynolds is the co-author of the book When Women 

Vote She serves on the National Election Task Force 

on Election Crises, the National Council on Election 

Integrity She also serves as an advisory board member 

for the Massachusetts Institute of Technology (MIT) 

Election and Data Science Lab, as a board member to 

the Election Reformers Network, as a board member 

for Represent Women, as a board member for City 

Year Denver, and on various advisory boards for other 

national organizations focused on improving election 

administration McReynolds also served on the 2021 

Colorado Independent Redistricting Commission 

McReynolds is a graduate of the University of Illinois 

at Urbana-Champaign and the London School of 

Economics and Political Science She is also a 

Certified Election Registration Administrator 

Donald L. Moak, 

Governor

Donald L Moak was 

appointed to the Postal 

Service Board of 

Governors by President 

Donald J Trump and 

was confirmed by the 

Senate on June 18, 

2020 Moak will serve 

for the remainder of a seven-year term that expires on 

December 8, 2022 He currently chairs the Board’s 

Compensation and Governance Committee and serves 

on the Audit and Finance Committee 

Moak is a co-founder and Chief Executive Officer of The 

Moak Group, a public affairs, advocacy, and business 

consulting firm He brings to the board, extensive 

experience within the corporate, labor, and political 

worlds Throughout his career, Moak has also been a 

leader for change in the air transportation industry and 

international policy 

During his time as a pilot, pilot leader, and association 

leader, he helped ensure the future of American aviation 

and aviation jobs He advocated for numerous policy 

changes related to international and domestic aviation 

policy and was a prominent spokesperson for aviation 

safety and effective aviation policy 

Moak began his career in government service when 

he attended the United States Marine Corps Officer 

Candidate School in 1977 He served as a Marine 

Corps and Navy fighter pilot, retiring from military 

service in 2001 after holding the ranks of Captain in the 

United States Marine Corps and Commander in the 

United States Navy 

After his time on active duty, Moak worked as a B-767 

Delta Air Lines captain and served as president and 

chief operating officer of the Air Line Pilots Association 

He also served on both the AFL-CIO Executive Council 

and Financial Oversight Committee for the AFL-CIO 

Transportation Trades Department; had a seat on the 

Federal Aviation Administration (FAA) NextGen Advisory 

Committee (NAC); and was a member of the FAA 
FY 2022 Annual Report to Congress — United States Postal Service 7

Management Advisory Council (MAC) on management, 

policy, spending, and regulatory matters 

Moak is a graduate of the University of West Florida 

Ronald A. Stroman, 

Governor

Ronald Stroman was 

appointed to the Postal 

Service Board of 

Governors by President 

Joseph R Biden and 

confirmed by the Senate 

on May 12, 2021, for 

a term that expired 

on December 8, 2021 On May 13, 2021 he was 

confirmed by the Senate to a second term expiring on 

December 8, 2028 He serves on the Board’s Audit and 

Finance, Operations, and Election Mail Committees 

Stroman served as the 20th Deputy Postmaster 

General (DPMG), the second-highest ranking postal 

executive, from March 2011 until his retirement in June 

2020 Since leaving the Postal Service, he worked as a 

senior fellow at the Democracy Fund and served as the 

lead for President Biden’s transition team for the Postal 

Service 

While serving as DPMG, Stroman was directly 

responsible for the Postal Service functions of 

Government Relations and Public Policy, International 

Postal Affairs, Sustainability, and the Judicial Officer 

Department In this role, he facilitated relationships with 

Congress, and with federal, state, and local agencies 

as the Postal Service pursues its core business 

strategies He also had the lead role in working with the 

Universal Postal Union and the Department of State 

on international postal policy During his tenure as 

DPMG with Postmaster General Pat Donahoe, Stroman 

lead Corporate Communications and Consumer and 

Industry Affairs He was appointed to head election mail 

efforts during his time as DPMG 

Stroman had more than 30 years of professional 

experience in government, legislative affairs and 

leadership before becoming DPMG From 1978 to 

1984, he was an attorney with the Department of 

Housing and Urban Development He then moved into 

a position as counsel on the Judiciary Committee of the 

U S House of Representatives He also worked for the 

Committee on Government Operations and became 

a minority staff director and counsel for the House 

Committee on Oversight and Government Reform 

In 1997, Stroman took a director’s position with the 

U S Department of Transportation In 2001, he joined 

the General Accounting Office as managing director 

for the Office of Opportunity and Inclusiveness He 

returned to the House in 2009, where he served as 

staff director, Committee on Oversight and Government 

Reform, before joining the Postal Service Stroman 

earned his Juris Doctorate from Rutgers University Law 

Center 

Daniel Tangherlini, 

Governor 

Daniel Tangherlini 

was appointed to the 

Postal Service Board of 

Governors by President 

Joseph R Biden and 

confirmed by the Senate 

on May 12, 2022 

Tangherlini will serve 

for a term expiring December 8, 2027 He currently 

serves on the Board’s Operations and Election Mail 

Committees 

Tangherlini has an extensive background in public 

administration, business, finance, and corporate 

governance He has served in leadership roles in the 

public, nonprofit and private sectors His interest is in 

bringing increased equity and efficiency to business, 

philanthropy, and government through the thoughtful 

application of technology, process, and systems reform 

He is currently a managing director with the Emerson 

Collective, a private philanthropic and investment firm 

dedicated to removing barriers to opportunity so that 

people can live to their fullest potential He served as its 

first chief financial officer until the fall of 2020 

Before joining Emerson, Tangherlini was the president 

of the technology start-up Seamless Docs Federal 

He also founded an urban systems consulting 

practice, City’s Garage Before that, he was the chief 

operating officer of Artemis Real Estate Partners, a real 

estate private equity firm with commercial real estate 

investments across the United States Before Artemis, 

Tangherlini served as administrator of the General 

Services Administration (GSA), having been nominated 

to serve in the position by President Barack Obama 

and confirmed by the U S Senate As the agency head 

of GSA, beginning in 2012, he identified creative ways 

to leverage unused government assets, particularly 

real property, including launching a series of high-value 
8 United States Postal Service — FY 2022 Annual Report to Congress

property exchange and redevelopment proposals 

such as the Federal Bureau of Investigations (FBI) 

Headquarters (Washington, DC), Volpe Transportation 

Research Center (Massachusetts) and Moffett Federal 

Airfield (California) He also launched a technology 

advisory practice to serve other government agencies 

called 18F 

Tangherlini served as the chief financial officer at the 

U S Department of the Treasury from 2009 to 2013 

(also a Senate-confirmed position), concurrently 

serving as the assistant secretary for management 

Before his role at Treasury, he managed operations, 

budget development and performance management 

of District of Columbia agencies when he served as 

the city administrator and deputy mayor from 2006 

to 2009 While city administrator, he also served as 

vice chair of the board of directors for the District of 

Columbia Water and Sewer Authority (now DC Water) 

In 2006, he served as the interim general manager of 

the Washington Metropolitan Area Transit Authority, 

having previously served on its board of directors From 

2000 to 2006, he served as director of the District of 

Columbia Department of Transportation and from 1998 

to 2000, as chief financial officer of the Metropolitan 

Police Department From 1997 to 1998, he served 

in the Office of Policy at the U S Department of 

Transportation, and from 1991 to 1997, he served in 

various capacities at the U S Office of Management 

and Budget 

Tangherlini received a B A and M A in public policy 

studies from the University of Chicago, and an MBA 

from the Wharton School of Business at the University 

of Pennsylvania 

William D. Zollars, 

Governor

William D Zollars 

was appointed to the 

Postal Service Board of 

Governors by President 

Donald J Trump and 

was confirmed by the 

Senate on June 18, 

2020 Zollars will serve 

for the remainder of a seven-year term that expires on 

December 8, 2022 He currently chairs the Board’s 

Operations Committee and serves on the Strategy and 

Innovation Committee 

Zollars first served his country in 1970, when he 

enlisted in the Army National Guard During his years 

in private industry, he led large organizations in three 

different Fortune 500 companies and served on 

the board of directors of four different Fortune 500 

companies 

As chairman, president, and chief executive officer of 

YRC Worldwide, Inc , Zollars, led one of the largest 

and most recognizable global transportation service 

providers from 1999-2011 While at YRC, Zollars 

was a direct participant in the postal delivery process 

by providing consolidation and de-consolidation 

services on behalf of the USPS Before that, Zollars 

was president of Yellow Transportation Inc , a position 

he accepted in 1996 as part of a major management 

transition for the company From 1994-1996, Zollars 

was senior vice president of Ryder Integrated Logistics, 

a $1 5 billion division of Ryder System, Inc , based in 

Miami, Florida Previously, he spent 24 years in various 

executive positions at Eastman Kodak, including 

assignments in London, Toronto, and Tokyo 

Zollars has actively worked for nearly 20 years on public 

boards in the healthcare, technology, real estate, and 

transportation industries He currently serves on the 

boards of ProLogis Inc , C2FO, Restone Logistics, and 

Main Street Data, an Agtech company 

Zollars is a graduate of the University of Minnesota with 

a Bachelor of Arts in economics and is a member of Phi 

Beta Kappa 
FY 2022 Annual Report to Congress — United States Postal Service 9

Louis DeJoy, 

USPS Postmaster 

General and Chief 

Executive Officer

Louis DeJoy is the 75th 

Postmaster General of 

the United States and 

the Chief Executive 

Officer (CEO) of the 

world’s largest postal 

organization by mail volume delivered 

Appointed by the Governors of the Postal Service, 

DeJoy began his tenure as Postmaster General in June 

2020 Prior to joining the Postal Service, he spent more 

than 35 years growing and managing a successful 

nationwide logistics company 

As chairman and CEO of New Breed Logistics, DeJoy 

spent decades in collaboration with the U S Postal 

Service, Boeing, Verizon, Disney, United Technologies, 

and other public and private companies to provide 

supply chain logistics, program management, and 

transportation support New Breed Logistics was a 

contractor to the U S Postal Service for more than 

25 years, supplying logistics support for multiple 

processing facilities The company received Quality 

Supplier Awards from the Postal Service on four 

separate occasions 

In 2014, New Breed merged with XPO Logistics, with 

DeJoy serving as CEO of XPO Logistics’ supply chain 

business in the Americas before his retirement in 

December 2015 He then joined the company’s board 

of directors, where he served until 2018 

As Postmaster General, DeJoy has committed to 

creating a long-term, viable operating model for the 

Postal Service that will ensure the organization can 

fulfill its public service mission while remaining selfsustaining Since August 2020, DeJoy has served as 

a member of the Board of Governors’ Strategy and 

Innovation Committee 

DeJoy is a member of the Board of Trustees at Elon 

University in North Carolina and the Fund for American 

Studies in Washington, DC He received his Bachelor of 

Business Administration from Stetson University 

Doug Tulino, 

Deputy Postmaster 

General and Chief 

Human Resources 

Officer

Douglas Tulino was 

appointed to serve as 

the Deputy Postmaster 

General of the United 

States in May 2021 

He will continue to serve as Chief Human Resources 

Officer (CHRO), emphasizing a commitment to the 

Postal Service workforce and to initiatives in the 10-

year plan, Delivering for America, which are designed 

to make the Postal Service a great place to work for all 

employees 

As Deputy Postmaster General, Tulino will ensure 

the organization’s culture, talent, labor relations, and 

leadership development are all contributing to the 

successful implementation of the Delivering for America 

plan He will also play a key leadership role in ongoing 

stakeholder outreach 

As CHRO, he oversees all aspects of Human 

Resources (HR) for the Postal Service’s 

653,000-member workforce He is responsible for 

Labor Relations, HR Management, Organizational 

Development, Compensation and Benefits, Learning 

and Development, Recruiting and Hiring, and HR 

Technology 

Tulino holds a Bachelor of Business Administration and 

Industrial Relations from Kent State University in Ohio 
10 United States Postal Service — FY 2022 Annual Report to Congress

USPS Executive Leadership Team (ELT)

Postmaster General and 

Chief Executive Officer 

Louis DeJoy

Deputy Postmaster 

General and Chief 

Human Resources 

Officer Douglas Tulino 

Chief Retail and 

Delivery Officer and 

Executive V.P. 

Joshua Colin, Ph.D.

Chief Processing and 

Distribution Officer and 

Executive V.P.

Isaac Cronkite

Chief Logistics Officer 

and Executive V.P.

Kelly Abney

Chief Commerce and 

Business Solutions 

Officer and Executive 

V.P. Jacqueline Krage 

Strako

Chief Technology 

Officer and Executive 

V.P. Scott Bombaugh

Chief Information 

Officer and Executive 

V.P. Pritha Mehra
FY 2022 Annual Report to Congress — United States Postal Service 11

Chief Customer and 

Marketing Officer and 

Executive V.P. 

Steve Monteith

Chief Financial Officer 

and Executive V.P. 

Joseph Corbett

General Counsel and 

Executive V.P. 

Thomas Marshall

Finance and Strategy 

Senior V.P.

Luke Grossmann
12 United States Postal Service — FY 2022 Annual Report to Congress

USPS Organizational Chart 

Executive Leadership Team (ELT): 12 (shaded)

Officers — non ELT: 35
FY 2022 Annual Report to Congress — United States Postal Service 13
14 United States Postal Service — FY 2022 Annual Report to Congress

FY 2022 Comprehensive Statement on Postal Service 

Operations

USPS History and Mission Statement

Our history 

The United States Postal Service has a storied history 

as the institution of our government guaranteeing safe 

and secure communication among and between the 

government and the American people 

Many are familiar with our history, which began with the 

Second Continental Congress and Benjamin Franklin in 

1775 and continued in 1787 when the Postal Clause of 

the U S Constitution empowered Congress to establish 

Post Offices and post roads Congress exercised those 

powers with the passage of the Post Office Act of 

1792, which made postal services a permanent fixture 

of the federal government The act included provisions 

to facilitate freedom of the press, ensure the privacy 

of personal correspondence, and expand the nation’s 

physical infrastructure, all vital to our nation’s growth 

and prosperity 

These principles and objectives endure While radio, 

television, and the internet have irrevocably altered our 

information-gathering habits, postal correspondence 

remains the most secure and resilient form of 

communication, providing the American people with a 

delivery infrastructure vital to our national security 

USPS retains the largest physical and logistical 

infrastructure of any non-military government institution, 

providing an indispensable foundation supporting an 

ever-changing and evolving nationwide communication 

network Capitalizing on its expertise in scheduling and 

high-volume sorting, USPS also serves a vital role in 

enabling digital commerce 

Our mission

In April 2020, the Board of Governors adopted the 

following mission statement for the Postal Service to 

conduct long-range planning and set strategic policy:

 To serve the American people and, through the 

universal service obligation, bind our nation 

together by maintaining and operating our unique, 

vital, and resilient infrastructure. 

 To provide trusted, safe, and secure 

communications and services between our 

government and the American people, businesses 

and their customers, and the American people with 

each other. 

 To serve all areas of our nation, making full use of 

evolving technologies.

To meet this mission we will:

 Remain an integral part of the United States 

government, providing all Americans with universal 

and open access to our unrivaled delivery and 

storefront network. 

 Maintain and enhance our reputation and role as 

a trusted face of the federal government in every 

community and provide all levels of government 

with access to our network and services. 

 Provide frequent, reliable, safe, and secure delivery 

of mail, packages, and other communications to all 

Americans.

 Use technology, innovation, and where appropriate, 

private sector partnerships, to optimize and adapt 

our network, operations, and business model to 

meet the changing needs of our customers and 

delivery recipients, while maintaining our core 

mission. 

 Operate in a modern, efficient, and effective 

manner that allows us to minimize what we charge 

for our services, consistent with meeting, in a fair 

way, our obligations to our current and retired 

employees and other stakeholders. 

 Remain an employer of choice, able to attract, 

retain, and develop high-quality employees who 

possess the skills necessary to excel in a rapidly 

changing business environment. 
FY 2022 Annual Report to Congress — United States Postal Service 15

Commitment to Diversity

USPS recognizes the value of a diverse workforce 

and is one of the leading employers of traditionally 

underrepresented racial groups and women The Postal 

Service defines diversity as “the richness of cultures, 

perspectives, experiences, and backgrounds ” 

Diversity at all levels of the organization drives a culture 

of inclusion and innovation and directly impacts the 

bottom line At the direction of the Executive Diversity 

Council, the Postal Service is focused on strengthening 

succession planning and increasing diversity in our 

leadership positions through our developmental 

programs and Corporate Succession Planning 

program Preparing our future leaders remains a top 

priority and a key element of the Delivering for America 

plan 

In FY 2022, the Postal Service accomplished the 

following in pursuit of improving diversity through our 

leadership programs:

 Expanded the program offerings for the Managerial 

Leadership Program (a development program for 

managers and potential future managers targeted 

at building managerial skills) by redesigning 

the program to incorporate self-paced, virtual, 

and in-person learning components 

 Announced three program offerings for the 

Advanced Leadership Program in May 2022 This 

program is intended to prepare high-performing, 

high-potential leaders in our Corporate Succession 

Planning program for their first executive assignment 

 Offered the Executive Leadership program to 

a group of diverse high-potential executives 

This program is intended for executives with up 

to four years of experience in an executive role 

and is designed to bolster the executive’s skills 

in working through change, motivating others, 

and building a work environment of trust 

Currently, historically underrepresented racial groups 

account for 53 percent of the total workforce and 

women account for 46 percent Further, historically 

underrepresented racial groups comprise 38 percent 

and women comprise 36 percent of senior USPS 

management positions 4

 

More than a quarter of Postal Service workers are 

Black or African American (29 percent), 13 percent 

are Hispanic, and 8 percent are Asian In contrast, 

according to 2020 Census Bureau data of the national 

workforce, Black Americans make up 13 percent, 

Hispanic Americans 18 percent, and Asian Americans 6 

percent 5

 

The Postal Service is also a leading employer of 

veterans, with just under 10 percent of its workforce 

comprised of veterans’ preference eligible employees, 

which alone is nearly double the national rate of 5 6 

percent for veterans, according to the Bureau of Labor 

Statistics 6

In 2022, the Postal Service was ranked a Top Employer 

by Professional Woman’s Magazine, HISPANIC Network 

Magazine, Black EOE Journal, and U.S. Veterans 

Magazine The Postal Service was also recognized as a 

Top 20 Government Employer in the Equal Opportunity 

Magazine and Woman Engineer Magazine 

Overview of Postal Service Operations

After the passage of the Postal Reorganization 

Act (PRA), the United States Postal Service began 

operations July 1, 1971, succeeding the cabinet-level 

Post Office Department The PRA established the 

Postal Service as an “independent establishment of 

the executive branch of the Government of the United 

States ” 

According to Title 39 U S C subsection 101(a), “The 

United States Postal Service shall be operated as a 

basic and fundamental service provided to the people 

by the Government of the United States, authorized 

by the Constitution, created by an Act of Congress, 

and supported by its people The Postal Service shall 

have as its basic function the obligation to provide 

postal services to bind the Nation together through 

the personal, educational, literary, and business 

correspondence of the people It shall provide prompt, 

reliable, and efficient services to patrons in all areas and 

shall render postal services to all communities ” 

In 2022, Congress passed the PSRA that, among other 

things, amended Title 39 U S C subsection 101(b) 

ensuring the Postal Service maintained delivery service 

“at least six days a week, except during weeks that 

include a Federal holiday, in emergency situations such 

4

 Senior management is defined as Officer, Executive, and Payband level positions. 

5

 Labor force characteristics by race and ethnicity, 2020. Retrieved Oct. 04, 2022, 

from Labor force characteristics by race and ethnicity, 2020: BLS Reports: U.S. 

Bureau of Labor Statistics.

6

 Employment Situation of Veterans – 2021, Table 5. Employed persons 18 years 

and over by industry, class of worker, sex, veteran status, and period of service, 

2021 annual averages. (Last Modified Date: April 21, 2022). Retrieved Oct. 04, 

2022, from https://www.bls.gov/news.release/pdf/vet.pdf#page=17. 
16 United States Postal Service — FY 2022 Annual Report to Congress

as natural disasters, or in geographic areas where the 

Postal Service has established a policy of delivering mail 

fewer than six days a week as of the date of enactment 

of the PSRA of 2022 ” Additionally, the PSRA 

established the requirement for the Postal Service 

to maintain an integrated network for the delivery of 

market-dominant and competitive products 

Although the Postal Accountability and Enhancement 

Act (PAEA) classifies the services offered as Market 

Dominant and Competitive “products,” the term 

“services” is often used in this report for consistency 

with other descriptions of services the Postal Service 

offers 

USPS Services and Postal Rates

To fulfill its universal service obligation, USPS provides 

services to patrons in all areas and communities in the 

United States The Postal Service serves rural areas, 

communities, and small towns and uses a variety of 

transportation methods to move mail through this large 

network, including both surface and air transportation 

As a self-funded organization, the Postal Service 

generally receives no tax dollars for its operating 

expenses and relies on the sale of postage, products, 

and services to fund its operations 

Services are sold at approximately 31,100 Postal 

Service-managed Post Offices, stations, and branches, 

plus approximately 2,500 additional Contract Postal 

Units, Community Post Offices, and Village Post 

Offices A large network of commercial outlets also sells 

stamps and services on behalf of the Postal Service 

Customers can also purchase stamps and services on 

the web at usps.com Mail deliveries are made to nearly 

165 million city, rural, PO Box, and highway contract 

route delivery points 

Services include the following:

 First-Class Mail — This category includes 

letters, cards and large envelopes destined 

for either domestic or international (up to 3 5 

ounces) delivery Large envelopes may weigh up 

to 13 ounces to domestic destinations and less 

than 15 994 ounces if mailed internationally It 

contains correspondence, bills or statements of 

account, payments and other mailable content 

 Marketing Mail — This category includes 

advertisements and marketing packages weighing 

less than 16 ounces and meeting the criteria of not 

being required to be mailed using First-Class Mail 

service because of their content Marketing Mail 

is typically used for direct advertising to multiple 

delivery addresses Every Door Direct Mail is a 

category of Marketing Mail; it enables customers 

to prepare direct mailings without names and 

addresses for distribution to all business and 

residential customers on individual carrier routes 

 Periodicals — This category encompasses the 

Periodicals class of mail offered for distribution of 

newspapers, magazines and newsletters that have 

a required frequency Customers must receive 

prior USPS authorization to use this service 

 Shipping and Packages — This category 

includes the following services: 

 First-Class Package Service — Commercial, 

an option for shippers of packages that weigh less 

than 1 pound 

 First-Class Package Service — Retail, for 

shipment of boxes, thick envelopes, or tubes of 

13 ounces or less 

 Package Services for merchandise or printed 

matter, such as library and media mail weighing up 

to 70 pounds 

 Parcel Services, which describes Parcel Select 

and Parcel Returns services, including “last-mile” 

products, and USPS Marketing Mail Parcels, 

which provide commercial customers with a 

means of package shipment 

 Priority Mail, which is offered as a service both 

within the U S and abroad with domestic, dayspecified (non-guaranteed) delivery 

 Priority Mail Express, which provides overnight 

to 2-day delivery, with money-back guaranteed 

service including tracking, proof of delivery and 

basic insurance up to $100 Priority Mail Express 

delivery is offered to many major U S markets for 

delivery 365 days a year 

 USPS Connect — The Postal Service has launched 

USPS Connect, a set of four delivery solutions that 

leverages ongoing network improvements, new 

equipment, new pricing, and enhanced operational 

precision to meet evolving business needs To help 

businesses meet growing consumer demand for 

affordable, fast local, regional, and national deliveries 

and returns, USPS Connect offers these options:
FY 2022 Annual Report to Congress — United States Postal Service 17

 USPS Connect Local, which allows for local 

businesses to quickly reach local customers 

USPS Connect Local offers affordable next-day 

service in all locations, with same-day delivery, 

Sunday delivery and pickup options in select 

locations This offering also includes USPS 

Connect Local Mail, an affordable First-Class Mail 

option for documents up to 13 ounces 

 USPS Connect Regional, which provides 

regional entry and next-day delivery of Parcel 

Select packages and Parcel Select Lightweight 

packages Businesses can reach a majority of the 

population next-day with regional hub and plant 

destination entry, or next-day and Two-Day with 

regional destination Network Distribution Center 

entry 

 USPS Connect National, which provides delivery 

solutions for businesses of all sizes Businesses 

can benefit from the Postal Service’s new mail 

processing equipment and reconfigured network 

to receive reliable delivery of packages through 

Priority Mail Express, Priority Mail, First-Class 

Package Service, Parcel Select Ground and Retail 

Ground 

 USPS Connect Returns, which includes services 

for businesses to offer their customers convenient 

returns, with free en-route pickup by their carrier 

or drop-off at a nearby Post Office location 

Businesses can access returns information on 

usps.com 

 International Mail — This category offers 

international mail and shipping services with 

individual customer contracts and agreements with 

foreign postal administrations Priority Mail Express 

International and Priority Mail International services 

compete in the e-commerce cross-border market to 

about 180 countries In addition, First-Class Package 

International Service offers competitive solutions to 

both retail and commercial mailers for shipping to 

many countries Global Express Guaranteed is a cobranded service with FedEx to about 180 countries 

 Other — This broad category includes PO Box 

services, money orders and USPS Extra Services 

PO Box services provide customers an additional 

method for private and convenient mail delivery 

Money orders offer customers a safe, convenient, 

and economical method for payment remittance 

Money orders are available for amounts up to 

$1,000, can be purchased and cashed at most 

Post Offices, or deposited or negotiated at financial 

institutions USPS Extra Services offer a variety 

of service enhancements that provide security, 

proof of delivery or loss recovery These services 

include Certified Mail, Registered Mail, Signature 

Confirmation, Adult Signature, and insurance up 

to $5,000 Extra Services are available online, at 

Post Offices or at USPS self-service kiosks 

Market Dominant services include, but are not limited 

to, First-Class Mail, Marketing Mail, Periodicals, Bound 

Printed Matter parcels, Marketing Mail parcels, and 

Library/Media Mail 

Market Dominant prices are established to be 

fair, equitable, and affordable Prices and fees are 

reviewed and approved by the Postal Service Board of 

Governors and are subject to a review process by the 

Postal Regulatory Commission (PRC) Price increases 

for Market Dominant services are generally subject to 

a price cap based on the Consumer Price Index for All 

Urban Consumers (CPI-U) with some additional pricing 

flexibility and authority 7

 In FY 2022, the retail price for 

a First-Class Mail 1-ounce stamp was raised $0 02 to 

$0 60 and continued to be one of the lowest letter-mail 

postage rates among industrialized countries 

Competitive services, such as Priority Mail, Priority 

Mail Express, First-Class Package Service, Parcel 

Select, Parcel Return Service and some types of 

International Mail, are not limited by a price cap By law, 

the price for each Competitive service must cover its 

“attributable costs” (meaning the Postal Service’s costs 

attributed to such service through reliably identified 

causal relationships) Further, Competitive services 

collectively must contribute an appropriate share to the 

institutional costs of the Postal Service In general, the 

Postal Service attempts to set its prices for Competitive 

services to maximize profitable revenue The FY 2022 

average price increases varied by Competitive services 

product For more information on postal services and 

products, visit usps.com 

7

 For additional information regarding the Postal Service's pricing 

authority, please reference PRC Order 5763, issued in November 

2020.
18 United States Postal Service — FY 2022 Annual Report to Congress

Operations

Over this past year, the Postal Service continued to align 

its organizational structure to improve line of sight and 

drive operational precision, increasing accountability in 

support of its mission and strategy, and to focus on what 

it does best: collect, process, move, and deliver mail and 

packages In FY 2022 the headquarters Logistics and 

Processing Operations Office was realigned to support 

organizational priorities The result was two distinct 

offices: the Processing and Distribution Office and the 

Logistics Office This change, however, did not alter the 

field structure, as illustrated in Figures 1 and 2 below 

The Postal Service’s organizational structure is centered 

around four operating units:

 Retail and Delivery Operations — Focused on

accepting and delivering mail and packages efficiently

and with a high level of customer satisfaction 

 Processing and Distribution — Focused on

executing operating plans for all processing

and distribution operations, processing

facilities, and distribution network 

 Logistics — Focused on operating a workclass transportation network and developing

cost-and service-enhancing processes

through plants, and delivery operations 

 Commerce and Business Solutions — Focused

on leveraging Postal Service infrastructure to enable

growth 

 

Figure #1: Retail and Delivery Operations Areas and Districts

WestPac Area

Southern Area

Central Area

Atlantic 

Area

AL-MS

LOUISIANA

TEXAS 1

TEXAS 3

ALASKA

HAWAII

AZ-NM

CO-WY

ID-MT-OR

WASHINGTON

CALIFORNIA 1

CALIFORNIA 2

CALIFORNIA 3

CALIFORNIA 4

CALIFORNIA 5

CALIFORNIA 6

NV-UT

TEXAS 2

GEORGIA

SOUTH 

CAROLINA

FLORIDA 1

FLORIDA 2

FLORIDA 3

PUERTO RICO

AR-OK

TENNESSEE

KS-MO KY-WV

IA-NE-SD

MN-ND

WISCONSIN

ILLINOIS 1

ILLINOIS 2

INDIANA

PENNSYLVANIA 1 

DE-PA2

NEW YORK 2 

NEW YORK 1 

NEW YORK 3 

ME-NH-VT

CONNECTICUT

MA-RI

NEW JERSEY

MARYLAND

VIRGINIA

NORTH 

CAROLINA 

OHIO 2

OHIO 1

MICHIGAN 1

MICHIGAN 2 
FY 2022 Annual Report to Congress — United States Postal Service 19

Figure #2: Logistics and Processing Operations Regions and Divisions

Atlantic

Logistics 

Region

Southern

Logistics Region

WestPac

Logistics Region

Central

Logistics Region

NEW ENGLAND

NEW YORK 

METRO CHESAPEAKE

LAKESHORES

SOUTHEAST

GULF ATLANTIC SOUTHWEST

MIDWEST

PACIFIC NORTHWEST

WESTERN

SOUTHERN 

CALIFORNIA

WESTSHORES

SOUTH 

ATLANTIC

Western Processing Region

Eastern Processing Region

Processing Regions Legend
20 United States Postal Service — FY 2022 Annual Report to Congress

Semipostal Stamps

Semipostal stamps are congressionally mandated either 

directly or through the discretionary authority granted 

to the U S Postal Service through the Semipostal 

Authorization Act, Public Law 106-253 Under this act, 

the U S Postal Service may issue and sell semipostal 

fundraising stamps to advance such causes as it 

considers to be “in the national public interest and 

appropriate ” The law specified that the U S Postal 

Service can issue up to five new semipostal fundraising 

stamps over a 10-year period 

In FY 2022, funds generated from semipostal stamps 

relate to the date range of October 1, 2021, to 

September 30, 2022 Additionally, funds paid, to 

the organizations, relate to the date range of April 1, 

2021, to March 31, 2022 The Postal Service sold four 

semipostal stamps, the congressionally mandated 

Breast Cancer Research semipostal stamp, the 

congressionally mandated Save Vanishing Species 

semipostal stamp, and under the U S Postal Service’s 

discretionary authority the Alzheimer’s semipostal 

stamp and the Healing PTSD semipostal stamp 

The Breast Cancer 

Research semipostal 

stamp generated 

approximately $1 7 million 

in funds in excess of the 

postage value in FY 2022 

The Postal Service did 

not deduct any costs in 

connection with these 

stamps in FY 2022 The 

Postal Service distributed 

approximately $1 2 million 

(70 percent) to the 

National Institutes of 

Health within the Department of Health and Human 

Services and approximately $0 5 million (30 percent) to 

the Breast Cancer Research Program within the U S 

Department of Defense 

The Save Vanishing 

Species semipostal 

stamp generated 

approximately $0 7 

million in funds in excess 

of the postage value in 

FY 2022 The Postal 

Service did not deduct 

any costs in connection 

with these stamps in FY 2022 The Postal Service 

distributed approximately $0 6 million to the U S Fish 

and Wildlife Service to support its Multinational 

Species Conservation Fund 

The Alzheimer’s 

semipostal stamp 

generated approximately 

$0 2 million in funds in 

excess of the postage 

value in FY 2022 The 

Postal Service did not 

deduct any costs in 

connection with these 

stamps in FY 2022 The 

Postal Service distributed 

approximately $0 2 million (100 percent of the payment 

amount due) in funds to the National Institute on Aging 

within the U S Department of Health and Human 

Services 

The Healing PTSD 

semipostal stamp 

generated approximately 

$0 4 million in funds in 

excess of the postage 

value in FY 2022 The 

Postal Service did not 

deduct any costs in 

connection with these 

stamps in FY 2022 The 

Postal Service distributed 

approximately $0 4 million 

(100 percent of the 

payment amount due) in 

funds to the U S Department of Veteran’s Affairs 
FY 2022 Annual Report to Congress — United States Postal Service 21

Environmental Affairs and Corporate Sustainability

Sustainability is a core commitment of the Postal 

Service As the organization invests in new technology, 

it will champion sustainable and environmentally 

focused solutions At the Postal Service, environmental 

stewardship means continuously advancing the 

organization’s sustainability goals and environmentally 

focused solutions that reduce greenhouse gas 

emissions, energy, fuel, and waste The following 

cross-functional initiatives are examples of postal 

stewardship that benefit customers, employees, and the 

environment: 

Environmental Compliance Reviews 

The Postal Service conducts environmental compliance 

reviews (ECRs) at its facilities to evaluate site-level 

compliance with all applicable environmental regulations 

and Postal Service policy ECRs are the foundation 

of the Postal Service’s compliance program These 

reviews follow a standardized protocol to assess 

site compliance and they provide a platform to 

directly engage employees to assist with compliance 

implementation When necessary, the Postal Service 

mandates corrective actions and provides compliance 

assistance to ensure completion 

Solar Power

The Postal Service is committed to increasing 

conservation efforts with the installation of on-site 

renewable energy projects at multiple facilities, including 

our newest site at the Springfield, MA, mail processing 

center This facility will have a 2 53 megawatts direct 

current on-site solar photovoltaic system to produce 

renewable energy for the facility’s usage The system 

consists of 6,106 solar photovoltaic panels which will 

generate an estimated 2,960,000 kilowatt-hours per 

year The system will save approximately $56,000 per 

year in electricity costs and will reduce the USPS’ annual 

carbon footprint by 2,100 metric tons of carbon dioxide 

per year 

Water and Energy Utility Management and Reporting 

To promote visibility, transparency, and accuracy in 

water, energy, and greenhouse gas reporting, the Postal 

Service established the Utility Management System 

to capture cost and consumption data This includes 

utility invoices for electricity, natural gas, water, sewer, 

propane, steam, heating oil, and backflow testing 

management This system also provides detailed facility 

profiles, invoice payment, auditing, rate optimization, 

tax recoupment, rebate/refund checks, historical 

energy data, and user-friendly reports The system 

currently has 5,916 facilities with 19,244 accounts We 

are expanding the system to include another 3,300 

facilities to optimize our ability to control costs and 

environmental impacts 

Greenhouse Gas (GHG) Calculation Tool 

While implementing the route optimization focus 

outlined in the Delivering for America plan, the Postal 

Service saw the need to quantify the associated carbon 

dioxide equivalent (CO2e) emissions of miles driven on 

highway contract routes, thereby allowing the Postal 

Service to measure the environmental benefits of 

route optimization projects Environmental Affairs and 

Corporate Sustainability worked with Logistics to create 

a GHG calculator to determine the CO2e emissions 

avoided by various routes optimization projects To 

accomplish this, USPS converted the miles of highway 

contracting routes eliminated to the pounds of CO2e 

emissions avoided using USPS data and nationally 

recognized methodologies In total, the FY 2021 routes 

optimization efforts avoided the equivalent of over 58 8 

million pounds of CO2e emissions This is an important 

effort as USPS values transparency and accountability in 

our environmental reporting 

Packaging 

Our USPS Priority Mail and Priority Mail Express paper 

packaging meets Sustainable Forestry Initiative® or 

Forest Stewardship Council® certification standards This 

means the paper is sourced through a careful chain of 

custody that ensures the pulp comes from sustainably 

managed forests Using recycled content materials helps 

extend the life of the earth’s precious natural resources 

thereby reducing impacts to the environment Our 

USPS Priority Mail and Priority Mail Express packaging 

contains an average of 84 percent recycled content for 

all packaging types and 98 percent recycled content for 

paper and cardboard packaging 

USPS BlueEarth

The Postal Service helps customers reduce waste, 

increase recycling, and improve their carbon footprints 

through its three USPS BlueEarth programs: 

 USPS BlueEarth Secure Destruction is a costeffective, secure, and convenient way to manage 

mail containing personal protected information It’s 

designed specifically for business mailers who use 

the Intelligent Mail barcode This technology enables 
22 United States Postal Service — FY 2022 Annual Report to Congress

the Postal Service to identify, intercept, and securely 

shred undeliverable-as-addressed First-Class 

letters and flats with personal protected information 

that would otherwise be returned to the sender 

 USPS BlueEarth Federal Recycling Program

provides a convenient mail-back option for federal 

agencies and their employees to properly dispose 

of items such as small electronics and phones The 

program is easy to manage, free to federal agencies, 

supplements existing sustainability programs, and 

provides measurable results that are available 

through online reports at FedRecycling.com 

 USPS BlueEarth Carbon Accounting enables large 

business customers to measure and manage carbon 

impacts across their supply chains This proprietary 

service follows the most widely accepted accounting 

methods to calculate shipping or mailing items’ GHG 

emissions based on their characteristics, such as 

product type, size, weight, processing, distribution, 

and transportation This no-fee service provides 

reports that detail GHG emissions associated 

with the Postal Service’s entire delivery process 

National Recycling Operation 

This program transports materials — primarily paper, 

cardboard, and plastic — from USPS facilities to central 

hubs for recycling The Postal Service encourages 

recycling initiatives across the organization to increase 

recycling performance and improve the organization’s 

bottom line The Postal Service is “Putting its Stamp on 

a Greener Tomorrow” by taking sustainable actions and 

integrating environmental business practices into dayto-day operations Additional information on the Postal 

Service’s sustainability efforts is available in the 2022 

Annual Sustainability Report at usps.com/green 

Commitment to a Safe and Secure Network

The United States Postal Inspection Service (USPIS) 

is the law enforcement, crime prevention, and security 

arm of the Postal Service Our Postal Inspectors, Postal 

Police Officers, and support personnel protect postal 

employees, customers, facilities, and the nation’s mail 

from physical attack or criminal misuse 

USPIS aggressively investigates allegations of mail theft 

and related financial crimes with specific attention on 

criminals that target the organization’s most vulnerable 

customers, such as the elderly or victims of natural 

disaster Additionally, the Postal Inspectors work to 

prevent the flow of illicit drugs through the mail and 

arrest individuals who send synthetic opioids, illicit 

drugs, and other dangerous substances through the 

U S Mail 

In FY 2022, USPIS conducted the second phase of its 

Southwest Border Initiative, which began in FY 2021, 

to intercept drug parcels at high-traffic points along the 

southern border USPIS continues to locate and seize 

drug shipments and identify and disrupt Transnational 

Criminal Organizations by cooperating with international 

law enforcement and Foreign Post partners USPIS 

bolstered its drug enforcement resources with local 

police officers trained and deputized as USPIS Task 

Force Officers (TFOs) In FY 2022, USPIS deployed over 

120 TFOs supporting our Contraband Interdiction and 

Investigation efforts for combating drugs in the mail 

In preparation for the 2022 mid-year election, USPIS 

joined the Department of Justice Election Crime 

Task Force to respond to and investigate all reports 

of election-related threats and crimes USPIS also 

conducted election mail training, participated in a 

Cybersecurity and Infrastructure Security Agency 

National Election Exercise to better prepare for future 

election cycles, and established Election Security 

Coordinators in every USPIS division 

In FY 2022, USPIS also launched Project Safe Delivery, 

a prevention and enforcement initiative to combat 

mail theft and violent attacks on postal employees To 

date, Project Safe Delivery has resulted in numerous 

arrests and increased security for USPS employees and 

facilities 

Earlier this year, the Postal Service led a White House 

initiative to mail COVID-19 test kits to over 78 million 

U S households USPIS played an essential role by 

leading efforts to secure and prevent the theft of these 

test kits Postal Inspectors also safeguarded key Parcel 

Supporting Annexes (PSAs), with USPIS local divisions 

providing on-site security by Postal Police Officers and 

Postal Inspectors 

Facility security remains a high priority for the Postal 

Inspection Service and was a special point of focus 

in FY 2022 In support of the Delivering for America 

plan to redesign and reorganize the USPS distribution 

network, Postal Inspectors conducted risk assessments 

and provided security recommendations for new and 

existing distribution centers 

To learn more about USPIS, visit https://www.uspis.gov.
FY 2022 Annual Report to Congress — United States Postal Service 23

COVID-19 Test Kits Initiative

At the beginning of January 2022, the Postal Service 

committed to the shipment of over 500 million rapid 

at-home COVID-19 test kits to households across the 

nation Through a partnership with the White House, 

Health and Human Services, and the Defense Logistics 

Agency, the Postal Service designed and launched a 

Postal website where individuals are able to order test 

kits for free 

Test kit deliveries have been made available for every 

U S household, including those in U S territories 

through the Postal Service Test kits were also shipped 

to U S military and diplomatic addresses overseas The 

program was intended to ensure that individuals have 

rapid at-home COVID-19 tests available, as the need 

to test arises In March 2022, after having delivered 

more than 270 million tests, or approximately 68 million 

packages, to households across all states, tribes, and 

territories, the initiative was expanded to provide a 

second round of free test kits to be ordered 

The partnership with the White House for the COVID-19 

test kit initiative exceeded the initial delivery expectations 

The Fiscal Year (FY) 2022 highlights for COVID-19 test kits are:

 Designed and launched an easy-to-use 

consumer website.

■ ~263 million webpage views (on usps.com).

 Stood up 48 pick and pack fulfillment centers

across the nation to manage inventory and enable 

deliveries.

 Over 668 million tests were delivered.

■ ~167 million packages delivered; each 

package contains 4 tests.

 Over 78 million households were delivered to.

 On average, once packaged, test kit orders took 

1.2 Days to deliver.

“The United States Postal Service is proud to fulfill its mission of service to the nation by delivering COVID test kits as a 

part of this important public health initiative of the Biden administration,” said Postmaster General Louis DeJoy.
24 United States Postal Service — FY 2022 Annual Report to Congress

Continuity and Preparedness

The Postal Service Continuity and Preparedness group 

ensures that plans, procedures, and protocols are in 

place to respond to emergencies that could disrupt 

postal operations and provides the tools and resources 

that enable resumption of operations quickly, safely, 

and efficiently The Continuity and Preparedness 

team coordinates actions with senior leaders and 

field management when employees and property are 

affected by natural disasters or national emergencies 

This was evident in the Postal Service’s ability to reestablish service quickly in response to wildfires in the 

west (for example, the Bolt Creek Wildfire), historic 

flooding in Kentucky, and to both Hurricanes Fiona and 

Ian during FY 2022 

The Postal Service remains committed to employees’ 

safety while resuming mail delivery as soon as possible 

after disruptions, which would not be possible without 

the Continuity and Preparedness team and the 

resilience of USPS employees and its networks The 

Postal Service takes its mission of providing universal 

service across the nation seriously, and strives to keep 

communities connected even during local, regional, or 

national disruptions to service 
FY 2022 Annual Report to Congress — United States Postal Service 25

Key Financial and Operating Statistics

Financial History Summary

(in millions)

FY 2022 FY 2021 FY 2020

Operating results

Total revenue1 $ 78,620 $ 77,041 $ 73,133

Operating expenses

Compensation and benefits2 51,520 50,085 48,730

Retirement benefits3 8,362 7,376 6,964

Retiree health benefits — 5,110 4,660

Workers' compensation (2,119) (580) 2,903

Transportation 10,281 9,652 8,814

Other operating expenses 11,526 10,201 10,116

Total operating expenses $ 79,570 $ 81,844 $ 82,187

Loss from operations before the impact of Postal Service 

reform legislation $ (950) $ (4,803) $ (9,054)

Impact of Postal Service reform legislation4 56,975 — —

Income (loss) from operations $ 56,025 $ (4,803) $ (9,054)

Investment and interest income (expense), net 21 (127) (122)

Net income (loss) $ 56,046 $ (4,930) $ (9,176)

Financial position

Cash and cash equivalents5 $ 19,607 $ 23,858 $ 14,358

Property and equipment, net 15,147 14,778 14,567

All other assets6 11,361 7,769 6,979

Total assets $ 46,115 $ 46,405 $ 35,904

Retiree health benefits — 56,975 51,865

Workers' compensation liability 14,729 18,174 20,074

Debt 10,000 11,000 14,000

Retirement benefits 18,162 14,915 11,583

All other liabilities 19,858 21,021 19,090

Total liabilities $ 62,749 $ 122,085 $ 116,612

Total net deficiency $ (16,634) $ (75,680) $ (80,708)

1

 Includes non-operating income such as sale of land and buildings, sale of miscellaneous equipment, and sale of motor vehicles.

2

 Excludes Federal Employees Retirement Systems (FERS) normal costs, amortization of unfunded retirement benefits, retiree health benefits (in both FY 

2021 and FY 2020), and workers’ compensation.

3

 Includes FERS normal costs and amortization of unfunded retirement benefits.

4

 Represents the one-time non-cash benefits due to the reversal of $57.0 billion for past due retiree health benefit obligations that were canceled by the 

enactment of the PSRA.

5

 Cash and cash equivalents are unrestricted.

6

 Includes restricted cash of $4.0 billion, $449 million, and $354 million, on September 30, 2022, 2021, and 2020, respectively.
26 United States Postal Service — FY 2022 Annual Report to Congress

Revenue, Pieces and Weight Statistics

(in millions of units indicated, unaudited)

FY 2022 FY 2021 FY 2020

First-Class Mail1

Revenue $ 24,036 $ 23,264 $ 23,781

Number of pieces 48,940 50,664 52,628

Weight, pounds 2,469 2,551 2,644

Marketing Mail2

Revenue $ 16,002 $ 14,589 $ 13,909

Number of pieces 67,092 66,198 64,004

Weight, pounds 5,421 5,560 5,715

Shipping and Packages3

Revenue $ 31,308 $ 32,008 $ 28,529

Number of pieces 7,186 7,585 7,325

Weight, pounds 13,344 14,717 14,163

International Mail

Revenue $ 1,713 $ 2,202 $ 2,408

Number of pieces 354 417 742

Weight, pounds 247 310 432

Periodicals

Revenue $ 959 $ 942 $ 1,024

Number of pieces 3,400 3,679 4,006

Weight, pounds 1,055 1,160 1,283

U.S. Postal Service Mail4

Number of pieces 268 279 441

Weight, pounds 79 97 110

Free Matter for the Blind5

Number of pieces 18 20 25

Weight, pounds 7 9 10

Other services – revenue5 $ 4,489 $ 4,004 $ 3,472

Postal Service totals

Operating revenue $ 78,507 $ 77,009 $ 73,123

Number of pieces 127,258 128,842 129,171

Weight, pounds 22,622 24,404 24,357

Note: The Postal Service has reclassified the totals for certain mail categories in prior years to conform to classifications used in the current year. Prior 

period amounts for certain service categories include reclassifications of amounts among service categories to conform to current period presentation. 

These reclassifications are immaterial for each affected category and have no effect on total operating revenue or pieces for the period. These 

reclassifications are required by Postal Service regulatory requirements and are included in this document for consistency among publicly-available 

information.

1

 Excludes First-Class Mail Parcels.

2

 Excludes Marketing Mail Parcels.

3

 See Shipping and Packages and Other Services Statistics table on the following page.

4

 No revenue is received or recorded for this category of mail.

5

 By law, the Postal Service is required to offer below-cost postage prices to certain categories of mailers including blind individuals. Congress agreed to 

reimburse the Postal Service for revenue it had forgone by offering these below-cost postage prices.
FY 2022 Annual Report to Congress — United States Postal Service 27

Shipping and Packages and Other Services Statistics

(in millions of units indicated, unaudited)

FY 2022 FY 2021 FY 2020

Priority Mail Express

Revenue $ 770 $ 820 $ 697

Number of pieces 27 29 24

Weight, pounds 28 34 29

First-Class Packages

Revenue $ 7,811 $ 7,385 $ 6,227

Number of pieces 1,960 2,055 1,848

Weight, pounds 739 787 696

Priority Mail

Revenue $ 12,323 $ 13,511 $ 11,831

Number of pieces 1,201 1,405 1,274

Weight, pounds 3,217 3,717 3,385

Parcel Select Mail (including USPS Connect Local) and Marketing Mail Parcels

Revenue $ 9,303 $ 9,224 $ 8,740

Number of pieces 3,453 3,507 3,536

Weight, pounds 8,194 8,932 8,713

Parcel Return Service Mail

Revenue $ 242 $ 234 $ 202

Number of pieces 70 72 72

Weight, pounds 170 173 181

Package Services

Revenue $ 859 $ 834 $ 832

Number of pieces 475 517 571

Weight, pounds 996 1,074 1,159

Total shipping and packages

Revenue $ 31,308 $ 32,008 $ 28,529

Number of pieces 7,186 7,585 7,325

Weight, pounds 13,344 14,717 14,163

Other services

Certified Mail

Revenue $ 637 $ 615 $ 598

Number of articles 166 169 168

Return Receipts

Revenue $ 285 $ 262 $ 280

Number of articles 112 110 120

USPS Tracking

Revenue $ 1 $ 1 $ 1

Number of articles 2 3 1,565

PO Box Services revenue $ 1,377 $ 1,207 $ 1,095

Money Orders

Revenue $ 167 $ 147 $ 146

Number of articles 66 71 77

Insurance

Revenue $ 88 $ 105 $ 93

Number of articles 13 17 17

Shipping and mailing supplies

Revenue $ 110 $ 122 $ 135

Number of articles 44 49 60

Miscellaneous other services revenue $ 1,824 $ 1,545 $ 1,124

Total other services revenue $ 4,489 $ 4,004 $ 3,472

Note: The Postal Service has reclassified the totals for certain mail categories in prior years to conform to classifications used in the current year. Prior 

period amounts for certain service categories include reclassifications of amounts among service categories to conform to current period presentation. These 

reclassifications are immaterial for each affected category and have no effect on total operating revenue or pieces for the period. These reclassifications are 

required by Postal Service regulatory requirements and are included in this document for consistency among publicly-available information. 
28 United States Postal Service — FY 2022 Annual Report to Congress

Post Offices and Delivery Points

(in actual units indicated, unaudited)

FY 2022 FY 2021 FY 2020

Post Offices, stations and branches

Postal Service-managed

Post Offices 26,269 26,362 26,362

Stations, branches, and carrier annexes 4,863 4,885 4,968

Total Postal Service-managed 31,132 31,247 31,330

Contract Postal Units1 1,665 2,009 2,094

Village Post Offices1 411 542 590

Community Post Offices1 433 425 437

Total offices, stations, and branches 33,641 34,223 34,451

Residential delivery points

City 85,428,477 84,775,116 84,233,373

Rural 47,549,887 46,475,650 45,320,604

PO Box 16,102,394 16,020,228 16,015,289

Highway Contract 3,144,943 3,106,794 3,050,749

Total residential delivery 152,225,701 150,377,788 148,620,015

Business delivery points

City 7,832,792 7,818,805 7,789,025

Rural 1,794,225 1,766,055 1,736,436

PO Box 2,968,262 3,093,299 3,146,028

Highway Contract 83,112 83,220 82,648

Total business delivery 12,678,391 12,716,379 12,754,137

Total delivery points 164,904,092 163,139,167 161,374,152

Change in delivery points served 1,764,925 1,765,015 1,472,840

1

 In FY 2022 the data was sourced from the Contract Postal Unit Technology (CPUT) system to align with the Postal Regulatory Commission’s directive, 

in its FY 2022 Annual Compliance Determination Report, that such data be drawn from the same source as that used for the Postal Service’s FY 

2022 Annual Compliance Report.

Number of Routes by Type of Delivery

(in actual units indicated, unaudited)

Route FY 2022 FY 2021 FY 2020

City 142,328 142,207 142,018

Rural 81,615 81,288 79,900

Highway Contract Route 9,642 9,676 9,661

Total 233,585 233,171 231,579
FY 2022 Annual Report to Congress — United States Postal Service 29

Postal Vehicle Inventory

(in actual units indicated, unaudited)

Vehicle type FY 2022 FY 2021 FY 2020

Delivery and collection (0.5-2.5 tons) 216,456 212,327 207,945

Mail transport (tractors and trailers) 4,500 4,158 5,719

Mail transport (5-11 tons) 2,148 2,167 2,782

Administrative and other 6,366 6,482 6,697

Service (maintenance) 4,500 4,611 5,464

Inspection Service and law enforcement 2,562 2,623 2,934

Total 236,532 232,368 231,541

Real Estate Inventory

(in actual units indicated, unaudited)

Real estate inventory FY 2022 FY 2021 FY 2020

Owned properties 8,484 8,460 8,440

Owned interior square feet 194,603,528 194,097,968 193,867,670

Leased properties 22,951 22,986 23,050

Leased interior square feet 88,752,123 85,449,683 78,860,472

GSA1

/other government properties 291 290 291

GSA1/other government interior square feet 1,729,970 1,729,484 1,732,001

1 General Services Administration.

Real Estate Inventory Actions

(in actual units indicated, unaudited)

Real estate inventory actions FY 2022 FY 2021 FY 2020

Lease actions (alternate quarters, new leases and renewals) 5,095 5,593 5,414

Property disposals1 5 3 5

New construction2 82 98 98

Repair and alteration projects 51,890 53,237 61,483

Repair and alteration expense project totals (in thousands, rounded) $ 273,000 $ 270,000 $ 268,000

Repair and alteration capital projects 3,662 4,119 4,312

Repair and alteration capital project totals (in thousands, rounded) $ 513,000 $ 553,000 $ 555,000

1 Total partial and complete property sales does not include non-property sales such as right-of-ways/easements, sale of rights, defaults, installment payments, 

etc.

2 Includes the build-out of pre-existing spaces that the Postal Service did not previously own, the new construction of leased or owned space, and the expansion 

of existing spaces.
30 United States Postal Service — FY 2022 Annual Report to Congress

Employee Complement

(actual numbers, unaudited)

FY 2022 FY 2021 FY 2020

Headquarters (HQ) and HQ-related employees

Headquarters 7,251 6,416 3,477

Headquarters – field support units 2,403 2,761 3,425

Inspection Service 2,307 2,358 2,399

Inspector General 1,012 1,016 1,017

Total HQ and HQ-related employees 12,973 12,551 10,318

Field employees

Area offices 46 129 923

Postmasters/installation heads 13,599 12,662 13,667

Supervisors/managers 23,720 22,663 25,189

Professional administration and technical personnel 1,996 2,309 4,792

Clerks (including nurses) 127,735 129,113 119,171

Mail handlers 47,268 46,866 36,721

City delivery carriers 170,391 172,894 167,934

Motor vehicle operators 9,865 9,417 9,189

Rural delivery carriers – full-time 77,199 75,134 74,255

Building and equipment maintenance personnel 27,098 27,867 28,675

Vehicle maintenance employees 4,870 5,031 5,107

Total field employees 503,787 504,085 485,623

Total career employees 516,760 516,636 495,941

Pre-career employees

Casuals 69 188 10,261

Postal support employees 25,842 31,346 25,778

Non-bargaining temporary 319 332 341

Rural part-time 47,081 54,110 58,747

Postmaster relief and leave replacements 1,707 1,838 1,959

City carrier assistant 35,036 37,653 38,079

Mail handler assistant 8,555 11,064 12,927

Total pre-career employees 118,609 136,531 148,092

Total employees 635,369 653,167 644,033
FY 2022 Annual Report to Congress — United States Postal Service 31

Executive Compensation

Federal law (U S C 3686(d) of Title 39) requires the 

Postal Service to provide compensation and benefits 

to employees at a level comparable to the private 

sector The Postal Service will continue to pursue this 

goal for all its employees In addition, the organization 

supports, develops, and provides a wide range of tools 

and development resources that assist employees in 

reaching their full potential 

The Postal Service Board of Governors establishes 

executive officer compensation and benefits, subject 

to the requirements and limitations of federal law 

Although Postal Service governing law provides 

that executives should be compensated at a level 

comparable to the private sector, the Postal Service 

does not have the resources to achieve this level of 

compensation Compensation for executive officers 

remains significantly below that of similarly ranked 

senior executives in the private sector 

In most circumstances, the Postal Service cannot 

compensate its executives more than the rate for Level 

1 of the Executive Schedule, which was $221,400 

in calendar year (CY) 2021 Under certain programs, 

bonuses or other rewards can be awarded, which raise 

the level of compensation beyond this limit; however, 

compensation is still limited by federal law 

Performance-based payments for FY 2020 were paid 

in CY 2021 Performance-based payments were 

determined by the Postal Service Board of Governors 

In accordance with legal reporting requirements, 

the following table reports executives compensated 

in excess of Federal Executive Level 1 in CY 2021 

The second column of the table reports the total 

compensation in excess of Federal Executive Level 

1, including salary and bonus or other payment The 

third column lists only the amount of bonus or other 

payments included in that figure The terms “bonus 

or other payment” in the third column of the table 

are statutory terms that represent various amounts 

which are a part of an executive’s total compensation; 

these amounts are predicated on the Postal Service’s 

maintenance of a performance appraisal system 

that makes meaningful distinctions based on relative 

performance 

Executive Compensation Disclosure

Executive Name

CY 2021 Reportable 

Excess Earnings

CY 2021 Bonus or 

Other Payment

Louis DeJoy $ 84,632 $ —

Isaac S. Cronkhite 84,948 23,955

Thomas J. Marshall 81,050 30,237

Jacqueline M. Strako 79,457 18,465

Joseph Corbett 78,761 27,865

Pritha Mehra 78,224 27,328

Scott R. Bombaugh 74,864 23,968

Douglas A. Tulino 72,863 14,829

Steven W. Monteith 64,663 13,767

Luke T. Grossmann 57,180 26,550

Joshua D. Colin 50,590 24,829

Peter Routsolias 33,383 35,683

Abelardo P. Munoz Jr. 32,240 32,329

Angela H. Curtis 30,740 30,829

Timothy R. Costello 30,431 30,520

Salvatore N. Vacca 28,740 28,829

Elvin Mercado 28,265 38,573

Eduardo H. Ruiz 27,561 35,520

Michael L. Barber 24,740 24,829

Robert Cintron 24,740 24,829

Michael J. Elston 23,895 24,469

Simon M. Storey 23,598 23,687

Dane A. Coleman 22,240 22,329

Linda M. Malone 22,240 22,329

Sheila B. Holman 21,013 35,683

Gary R. Barksdale 14,740 14,829

Jeffrey C. Johnson 14,740 14,829

Gary C. Reblin 14,654 14,743

Sharon D. Owens 14,350 14,591

William E. Koetz 10,319 33,720

Kelly M. Sigmon 9,744 17,195

Marc D. McCrery 8,619 22,539

Tom A. Samra 8,254 38,146

Katherine S. Attridge 7,792 23,507

Steven A. Darragh 6,647 22,144

Jennifer D. Utterback 5,553 23,406

Mark A. Guilfoil 4,585 14,043

Thomas J. Foti 3,920 18,746

Felipe Flores Jr. 3,126 19,287

Rajinder Sanghera 1,834 17,023

Lorraine G. Castellano 1,831 17,020

Stephen R. Hardin 1,627 19,304

Todd S. Hawkins 1,627 19,304

Cara M. Greene 1,344 13,653

Eric E. Henry 996 26,280

Larry J. Belair 927 16,804

Jeffery A. Adams 654 20,689

Robert H. Raines Jr. 571 23,098

Vinay K. Gupta 476 19,608

Note: Legislation requires reporting compensation in the last full calendar year. 

This timeframe does not align with the Postal Service’s fiscal year, which is from 

October to September.
32 United States Postal Service — FY 2022 Annual Report to Congress

FY 2022 Performance Report and FY 2023 

Performance Plan

Corporate-wide Goals and Targets

The Postal Service is a self-supporting, independent 

federal establishment of the U S government and 

continues to serve an indispensable role as a driver 

of commerce and provider of delivery services 

that connect Americans to one another — reliably, 

affordably, and securely — and to every residential and 

business address 

To provide a roadmap for a more efficient, valuable, and 

relevant organization that will meet the evolving needs 

of the nation and customers now and for years to 

come, the Postal Service issued its 10-year Delivering 

for America plan in March 2021 It outlines the following 

12 strategic areas of focus to achieve financial 

sustainability and service excellence:

 Strengthen value of mail and sustain public 

service mission, including 6-day mail delivery 

 Implement service standards that achieve 

service excellence 95 percent of the time 

 Innovate and launch USPS Connect 

 Modernize delivery vehicle fleet, 

and with Congressional support, 

implement electric fleet by 2035 

 Implement best-in-class processing operations 

 Implement best-in-class delivery operations 

 Implement a modern, transformed 

network of retail Post Offices 

 Implement a fully optimized surface 

and air transportation network 

 Stabilize and empower workforce to 

include reducing pre-career turnover 

 Align organizational structure to 

support effectiveness 

 Support legislative and administrative actions 

 Implement a more rational pricing approach 

including a judicious implementation of 

new and existing pricing authorities 

These strategies position the Postal Service to 

successfully meet the evolving mailing and shipping 

needs of the nation and become the preferred delivery 

service provider for the American public 

To assess efforts in implementing these strategies, the 

organization measures performance through progress 

against these corporate performance outcomes:

 High-Quality Service

 Excellent Customer Experience

 Safe Workplace and Engaged Workforce

 Financial Health

For each of these, the following subsections describe 

both the measures used to assess organizational 

progress in the FY 2022 Performance Report, the FY 

2022 actual outcomes, the FY 2023 targets, and the 

plans to achieve them 

These targets are aligned with the FY 2023 Integrated 

Financial Plan (IFP), which includes planned revenue 

and expenses for FY 2023 Every fiscal year, USPS 

develops a budget and plan intended to be sufficient to 

meet its targeted financial and nonfinancial performance 

outcomes The Postal Service sets all corporate-wide 

targets to be achievable given the planned expenses in 

the IFP 

The following table shows targets for FY 2022-FY 2023 

and actual corporate performance from FY 2019-FY 

2022 
FY 2022 Annual Report to Congress — United States Postal Service 33

FY 2022-FY 2023 Targets and FY 2019–FY 2022 Actuals for Corporate-wide Performance Outcomes

Corporate Performance Outcome: High Quality Service1

Measure

FY 2023 

Target

FY 2022 

Actual

FY 2022 

Target

FY 2021 

Actual

FY 2020 

Actual

FY 2019 

Actual

Single-Piece First-Class Mail Two-Day 93.00 91.34 90.25 86.44 91.47 92.05

Single-Piece First-Class Mail Three-to-Five-Day 90.28 83.62 90.00 63.20 78.83 80.88

Presort First-Class Mail Overnight 95.00 94.92 94.75 93.38 94.72 95.46

Presort First-Class Mail Two-Day 95.00 93.36 93.00 88.29 92.77 94.10

Presort First-Class Mail Three-to-Five-Day 92.20 91.49 90.50 80.87 89.89 91.95

First-Class Mail Letter and Flat Composite (FCLF) 92.50 91.00 91.00 82.69 89.73 91.36

Marketing Mail and Periodicals Composite 93.37 92.86 91.50 87.12 88.38 88.73

Market Dominant Composite 2,3,4 93.00 92.14 91.25 85.30 89.00 89.86

Corporate Performance Outcome: Excellent Customer Experience

Measure

FY 2023 

Target

FY 2022 

Actual

FY 2022 

Target

FY 2021 

Actual

FY 2020 

Actual

FY 2019 

Actual

Customer Experience Composite Index5 74.39 72.72 72.99 68.49 72.40 69.04

Business Service Network (BSN) 98.00 98.20 97.33 97.89 97.33 96.68

Point of Sale (POS) 87.46 86.34 87.46 84.39 87.46 87.77

Delivery 80.94 73.91 80.94 70.41 80.94 80.40

Customer Care Center (CCC) 69.88 70.75 63.02 61.85 60.03 46.94

Customer 360 (C360) 40.05 38.44 40.05 33.34 40.05 37.45

usps.com 73.41 73.62 73.41 67.13 73.41 72.94

Business Mail Entry Unit (BMEU) 96.29 96.48 96.72 95.66 96.72 96.00

Corporate Performance Outcome: Safe Workplace and Engaged Workforce

Measure

FY 2023 

Target

FY 2022 

Actual

FY 2022 

Target

FY 2021 

Actual

FY 2020 

Actual

FY 2019 

Actual

Total Accident Rate 13.25 12.39 13.45 13.48 13.09 14.19

Grand Mean Engagement Score 3.33 3.31 3.38 3.36 3.29 3.36

Engagement Survey Response Rate N/A 25 N/A 25 33 38 

Corporate Performance Outcome: Financial Health6

Measure

FY 2023 

Target

FY 2022 

Actual

FY 2022 

Target

FY 2021 

Actual

FY 2020 

Actual

FY 2019 

Actual

Controllable Income (Loss) ($ in billions) 0.50 (0.47) (4.10) (2.39) (3.75) (3.42)

Deliveries per Total Work Hours, Percent Change N/A N/A N/A N/A 0.90 (0.60)

Note: N/A indicates that either no data was collected or no target was set for the relevant indicator and year.

1

 The Postal Service is providing nonpublic service performance data for certain competitive products as part of the Nonpublic Annex in the Annual Compliance Report (ACR) 

proceeding conducted by the Postal Regulatory Commission (PRC).

2

 Market Dominant Composite includes all First-Class Mail, Marketing Mail, Periodicals, Flats, Bound Printed Matter Parcels, Marketing Mail Parcels, and Library/Media Mail.

3

 The FY 2019-FY 2021 actual scores are sourced from the Service Performance Measurement (SPM) system.

4

 The FY 2019-FY 2021 actuals are provided for comparability purposes only. Market Dominant Composite was introduced in FY 2021.

5

 In FY 2019-FY 2022, the Customer Experience Composite Index is based on survey responses from the following touchpoints: Business Service Network, Point of Sale, 

Delivery, Customer Care Center, C360, usps.com, and Business Mail Entry Units. For more information regarding comparability, refer to USPS Response to Question 4 from the 

2020 ACR Chairman Information Request No. 2, dated Jan. 14, 2021.

6

 The FY 2022 Integrated Financial Plan (IFP) information contained in this document will be revised if needed upon approval by the Postal Service Board of Governors.
34 United States Postal Service — FY 2022 Annual Report to Congress

High-Quality Service

The Postal Service is committed to “bind the Nation 

together through the personal, educational, literary, 

and business correspondence of the people [We] 

shall provide prompt, reliable, and efficient services to 

patrons in all areas and shall render postal services to 

all communities” (U S C Title 39) This forms the core of 

USPS operations 

The Postal Service operates a highly complex network 

of distribution and delivery facilities interconnected by 

multiple modes of transportation across the country 

The organization measures service performance at the 

product level against specific service standards on a 

continuous basis 

Service Performance Measurement (SPM) is an internal 

measurement system that measures and reports service 

performance from the time mail is deposited in a Postal 

Service facility to when a USPS employee delivers it to a 

home, business, or PO Box 

The annual service performance indicators are reported 

as a cumulative score throughout the year and are 

volume weighted Service performance during the first 

half of the year — when mail volume is highest — sets 

the pace for the remainder of the year 

In FY 2022 the Postal Service measured service 

performance in the following categories:

Single-Piece First-Class Mail. The measures for this 

category represent the performance of single-piece FirstClass Mail letters, postcards and flats throughout the 

fiscal year The indicators show the estimated percent 

of total mail by service standard (Two-Day and Three-toFive-Day) that was delivered to customers on time 

Presort First-Class Mail. The measures for this 

category represent the performance of commercial 

presorted First-Class Mail letters, postcards, and flats 

delivered throughout the fiscal year The indicators show 

the estimated percent of total mail by service standard 

(overnight, Two-Day and Three-to-Five-Day) that was 

delivered on time 

First-Class Mail Letter and Flat (FCLF) Composite.

This category represents the weighted average of the 

performance of single-piece First-Class Mail and Presort 

First-Class Mail across all service standards, weighted 

by volume 

Marketing Mail and Periodicals Composite. This 

category is a composite indicator of the percent of all 

Marketing Mail and Periodicals that was delivered within 

the service standard established during the year This 

includes Marketing Mail letters, Marketing Mail flats, and 

Periodicals Approximately two-thirds of mail volume 

in this composite is Marketing Mail letters, while the 

remainder is Marketing Mail flats and Periodicals 

Market Dominant Composite. The Market Dominant 

Composite includes letters and flats of all First-Class 

Mail, Marketing Mail, Periodicals, Bound Printed Matter 

and all parcels of Library Mail, Media Mail and Bound 

Printed Matter The score for this category is generated 

by dividing the total volume (of all classes, shapes and 

service standards) by the number of pieces delivered on 

time and is reported as a cumulative year-to-date score 

FY 2022 Performance Report

The following table includes both FY 2022 Actuals 

(unmitigated) and FY 2022 Targets for the High-Quality 

Service measures 

Measure

FY 2022 

Actual

FY 2022 

Target

Delta 

(PP1)

FY 2022 

Target 

(Met/Not 

Met)

Single-Piece FirstClass Mail Two-Day 91.34 90.25 1.09 Met

Single-Piece FirstClass Mail Three-toFive-Day

83.62 90.00 (6.38) Not Met

Presort First-Class 

Mail Overnight 94.92 94.75 0.17 Met

Presort First-Class 

Mail Two-Day 93.36 93.00 0.36 Met

Presort First-Class 

Mail Three-to-FiveDay91.49 90.50 0.99 Met

First-Class Mail Letter 

and Flat Composite 

(FCLF)

91.00 91.00 — Met

Marketing Mail and 

Periodicals Composite 92.86 91.50 1.36 Met

Market Dominant 

Composite 92.14 91.25 0.89 Met

1

 PP refers to the percentage point difference between FY 2022 Actuals and FY 

2022 Targets.

The Postal Service far exceeded the FY 2021 actual 

performance and most of the FY 2022 Targets set, 

further demonstrating its commitment to delivering 

high quality service to its customers and the American 

people 
FY 2022 Annual Report to Congress — United States Postal Service 35

Although the Postal Service did not attain the target 

of 90 00 for Single Piece First-Class Mail Three-toFive Day on-time performance in FY 2022, it still 

achieved 83 62 percent of all pieces making the service 

standard, which is a five year high and more than a 

full point higher than at any of the prior four years The 

primary variables that account for this product missing 

the established service standard can be attributed to 

ongoing network transportation changes and additional 

processing requirements for this product which prohibit 

its ability to mitigate potential failures or disruptions 

The Postal Service worked aggressively to implement 

the elements of the Delivering for America plan to 

achieve its long-term goal of 95 percent on-time service 

performance relative to service standards once the 

plan is fully implemented To achieve better service 

throughout the network in the interim, Postal Service 

management implemented the following actions:

 Conducted a thorough review of processing 

locations and implemented site-specific 

operating plans to improve end-to-end service 

performance and operational efficiency 

 Proactively planned for the FY 2022 peak 

season, hiring over 40,000 seasonal, 

delivery, and plant personnel 

 Expanded its facility footprint by leasing 13 

million additional square feet in more than 100 

multi-year annexes and other locations 

 Installed new processing equipment to 

accommodate growing parcel volumes 

 Expanded Surface Transportation Centers 

(STCs) to add several hundred thousand 

square feet for improved workflow 

The Postal Service Board of Governors reconstituted 

the Election Mail Committee in August 2021 to oversee, 

review, and monitor the Postal Service’s preparations 

for the 2022 primary and general elections and made 

recommendations to the Board on this and related 

issues This follows the Postal Service’s success of 

the 2020 election season and reaffirmed the Postal 

Service’s commitment to the election process 

The Postal Service accomplished all of this while 

packaging and delivering more than 167 million orders 

containing more than 668 million COVID-19 test kits to 

American households, a process that was developed in 

house within a matter of weeks in conjunction with the 

White House, with an average days to deliver of just 1 2 

days 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

FY 2023 Performance Plan

For FY 2023, Market Dominant service performance 

will be measured against service standards of Two-Day 

and Three-to-Five-Day for Single-Piece First-Class Mail 

For Presort First-Class Mail, service performance will be 

measured relative to Overnight, Two-Day, and Three-toFive Day service standards 

The following table states the FY 2023 Targets 

Measure FY 2023 Target

Single-Piece First-Class Mail Two-Day 93.00

Single-Piece First-Class Mail Three-to-Five-Day 90.28

Market Dominant Composite 93.00

First-Class Mail Letter and Flat Composite (FCLF) 92.50

Presort First-Class Mail Overnight 95.00

Presort First-Class Mail Two-Day 95.00

Presort First-Class Mail Three-to-Five-Day 92.20

Marketing Mail and Periodicals Composite 93.37

On October 1, 2021, the Postal Service implemented 

new service standards for First-Class Mail and 

Periodicals These service standard changes are a 

part of the Delivering for America plan and will increase 

delivery reliability, consistency, and efficiency for 

customers With the implementation of these service 

standard changes, the Postal Service is modifying its 

ground transportation network to deliver more FirstClass Mail, further benefiting its customers 

The Postal Service will continue implementing elements 

of the Delivering for America plan which include:

 Transforming its processing facilities 

and transportation networks 

 Preparing for the peak season 

 Investing in new vehicles, equipment, 

systems, and facilities 

 Stabilizing and empowering our workforce 

Transforming its processing facilities and 

transportation networks The Postal Service has a 

legacy network of nonstandard, outdated, and often 

poorly located processing facilities This network 

consists of 427 middle-mile facilities with different 

names and acronyms including Processing and 
36 United States Postal Service — FY 2022 Annual Report to Congress

Distribution Centers (P&DCs), National Distribution 

Centers (NDCs), Peak Season Annexes (PSAs), 

Terminal Handling Services (THS), and STCs The 

organization also operates 1,088 service hubs across 

the country to transport mail and packages to delivery 

units This array of facilities is inefficient and unable 

to provide the high-quality service the Postal Service 

is committed to providing In FY 2023, the Postal 

Service will continue implementing region-by-region 

modernization efforts to transform this legacy network 

into standardized Regional Processing and Distribution 

Centers (RPDCs), Local Processing Centers (LPCs), 

and Sorting and Delivery Centers (S&DCs) 

In order to successfully accomplish the COVID-19 Test 

Kit project we implemented commercial best practices 

for national distribution and delivery The successful 

experience of the project helps validate the concepts 

of the newly aligned network evident by the packaging, 

processing, and delivering more than 668 million 

COVID-19 tests to the American people during FY 

2022 The test kit initiative proved that a limited set of 

strategically placed sites can deliver to most American 

homes in less than two days 

In FY 2023, the Postal Service will continue to deploy 

new S&DCs in targeted regions which will combine 

delivery operations from smaller delivery units into 

larger, standardized, and optimally located delivery 

units that will enable advanced parcel automation, 

infrastructure for installing Electric Delivery vehicles, 

and optimized local transportation trips to and from the 

processing facilities In many cases, S&DCs will be colocated with LPCs or RPDCs Existing Post Offices will 

retain retail counters and PO Boxes in current locations 

In FY 2023, the Postal Service will also begin standing 

up new or major retrofitted facilities where existing 

facilities cannot be utilized due to space constraints, 

location, or current conditions In addition, management 

will undertake a major effort to reduce the backlog of 

maintenance, repairs, and alterations on the remaining 

facilities In the regions selected for launch of these new 

facilities and operating schemes, the Postal Service will 

start moving mail and packages together to and from 

these regions around the nation While this process 

began in FY 2022, it is multi-year modernization plan 

with the goal to stand up these new RPDCs, LPCs, and 

SDCs region by region over the next eight to nine years 

Preparing for the peak season. The consequence of 

the problems experienced during the 2020 peak season 

were the result of many years of underinvestment in the 

network and workforce In order to regain the public’s 

confidence in the Postal Service, leadership made 

significant changes to the 2021 peak season planning 

efforts to include the following steps: 

 Expanding its facility footprint by leasing 8 5 

million additional square feet across 52 Peak 

Season or Package Support Annexes and 

processing facilities to handle peak volumes 

 Procuring and installing additional package 

sortation machines, 137 of which have 

been done since January 2022 

 Deploying new technology, including more 

than 6,000 computer tablets distributed to 

workroom floors over the last 12 months to 

better equip supervisors with tracking and 

moving mail and packages expeditiously 

 Securing reliable transportation, whether in house 

or contracted via a new go-anywhere transportation 

system, for timely reactions to deviations from 

plan, including the ability to schedule extra trips for 

volume, weather, cancellations, or other reasons 

 Once again hiring upwards of 28,000 additional 

seasonal employees to accommodate 

the delivery needs of customers 

Investing in new vehicles, equipment, systems, 

and facilities As the Postal Service continues to 

streamline the redesign of the Processing, Distribution, 

Transportation, and Delivery Network, significant capital 

investments will begin or continue in FY 2023 including:

 New delivery vehicles 

 Replace and repair inadequate facilities, 

then streamline operations and reduce 

transportation to and from those sites 

 Modernizing our fragmented and antiquated 

technologies, including software, computing 

performance, and new e-commerce technology 

 Expanding our package capacity by 

acquiring new sortation equipment and 

modernizing our distribution centers 

 Redesign our Retail and Delivery network, 

including expansion and replacement of many 

space-deficient Delivery Units (DUs) 

 Operational technologies that will grow our enterprise 

analytics and real-time data collection capabilities 
FY 2022 Annual Report to Congress — United States Postal Service 37

As the most consumer facing and expensive 

investment, the new delivery vehicles will play a critical 

role in improving service and reliability The majority of 

the delivery fleet is approaching 30 years old, well past 

the intended life expectancy Replacing nearly 200,000 

of the current 236,532 vehicles will be one of the most 

dramatic modernizations in decades, including the 

incorporation of Electric Vehicles, 10,000 of which 

have already been ordered The improved efficiency, 

reliability, and safety will contribute to improved service 

performance by minimizing impacts due to break 

downs and reducing delivery trips allowing mail and 

packages to be delivered on time Redesigning and 

rebalancing of the processing network is the most 

efficient and enduring way to improve reliability and 

predictability for Postal Service customers 

Additionally, the Postal Service will integrate mail and 

package movement with processing functions in a 

logical sequence to simplify the network and identify 

the right locations to process products in a complete 

manner These efforts will result in increased processing 

capacities and overall productivity 

The Postal Service will also improve its delivery footprint 

to align with emerging market demand By aggregating 

more DUs into larger facilities in the right locations, 

the organization will grow its same-day and next-day 

reach by providing businesses with greater access to 

direct entry of their shipments The Postal Service will 

add additional automated package sorting equipment 

to improve capacity in large DUs, thereby optimizing 

efficiencies, resiliency, and customer service offerings 

Stabilizing and empowering our workforce The 

Postal Service understands its service performance 

success depends on investing in the workforce and 

strives to be an “employer of choice” that hires, 

develops, and retains the most capable and diverse set 

of employees The Delivering for America plan focuses 

heavily on improving collaboration and engagement 

within the workplace and strengthening the employee 

experience through the following measures: 

 Converting its pre-career employees to career status 

 Empowering its frontline supervisors with better 

tools, more resources, and a new training 

program tailored to their unique needs 

 Developing its workforce to help individuals advance 

into new roles through defined career paths, training 

tracks, and hiring fairs to backfill vacancies 

 Creating a culture of organizational focus, 

transparency, and accountability through 

engaged and collaborative leaders that 

inspire and engage their employees 

 Building a diverse pipeline of talented candidates 

through its Executive Diversity Council 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

Excellent Customer Experience

An excellent customer experience is foundational to the 

Postal Service’s success To evaluate USPS customer 

satisfaction with the services provided, customers are 

surveyed at every primary interaction point, referred 

to as “touchpoints ” The Customer Experience (CX) 

Composite Index provides a comprehensive view of the 

customer’s experience across the most frequently used 

customer-facing channels The CX Composite Index 

is comprised of seven component surveys: Business 

Service Network (BSN), Point of Sales (POS), Delivery, 

Customer Care Center (CCC), Customer 360 (C360), 

usps.com, and Business Mail Entry Unit (BMEU) 

To calculate the FY 2022 CX Composite Index score, 

each customer touchpoint’s raw overall satisfaction 

score is multiplied by its respective weighting and 

the total is summed This total represents the CX 

Composite Index score for the year There were no 

methodology changes in FY 2022 that affected the 

measurement of key metrics in the CX Composite 

Index 

The following describes each component of the CX 

Composite Index:

BSN Survey. The BSN provides nationwide support 

to qualified business customers on service issues, 

information, and requests The BSN survey measures 

businesses’ satisfaction with the overall experience 

provided by the BSN The national weighting of the BSN 

score used to calculate the CX Composite Index is 10 

percent 

POS Survey. The POS survey measures customers’ 

overall satisfaction with their experiences at retail 

locations The national weighting of the POS score used 

to calculate the CX Composite Index is 15 percent 

Delivery Survey. The Delivery survey measures the 

overall satisfaction of residential and small/medium 

business customers’ delivery experience, including 

both street address and PO Box deliveries The national 
38 United States Postal Service — FY 2022 Annual Report to Congress

weighting of the Delivery score used to calculate the CX 

Composite Index is 20 percent 

CCC Survey. The CCC survey measures customer 

satisfaction for customers who call the Customer Care 

Center The national weighting of the CCC score used to 

calculate the CX Composite Index is 20 percent 

C360 survey. The C360 survey measures satisfaction 

with issue resolution for customers who file service 

requests with the Postal Service The national weighting 

of the C360 score used to calculate the CX Composite 

Index is 20 percent 

usps.com Survey. The usps.com survey measures 

customer satisfaction with the USPS website The 

national weighting of the usps.com score used to 

calculate the CX Composite Index is 5 percent 

BMEU Survey. The BMEU survey measures business 

customers’ overall satisfaction with their experience 

at the BMEU The national weighting of the BMEU 

score used to calculate the CX Composite Index is 10 

percent 

All FY 2022 survey results and methodology for 

each component and the CX Composite Index are 

comparable to FY 2021 

FY 2022 Performance Report

The following table includes both FY 2022 Actuals and 

FY 2022 Targets for the Excellent Customer Experience 

metrics 

Measure

FY 2022 

Actual

FY 2022 

Target

Delta 

(PP)1

FY 2022 

Target 

(Met/

Not Met)

CX Composite Index 72.72 72.99 (0.27) Not Met

BSN 98.20 97.33 0.87 Met

POS 86.34 87.46 (1.12) Not Met

Delivery 73.91 80.94 (7.03) Not Met

CCC 70.75 63.02 7.73 Met

C360 38.44 40.05 (1.61) Not Met

usps.com 73.62 73.41 0.21 Met

BMEU 96.48 96.72 (0.24) Not Met

1

 PP refers to the percentage point difference between FY 2022 actuals and FY 

2022 Targets.

In FY 2022, the Postal Service improved its overall 

CX Composite Index score of 72 72 percent from the 

previous year’s 68 49 percent Despite improvements in 

all seven CX touchpoints from their FY 2021 scores, the 

CX Composite Index score target of 72 99 percent was 

not met, due to four component surveys missing their 

respective FY 2022 Targets: POS, Delivery, C360, and 

BMEU 

One positive and significant year-over-year trend to note 

is the usps.com touchpoint, which improved by 6 49 

percentage points from FY 2021 CCC also improved 

year-over-year by 7 73 percentage points This is the 

third consecutive year that scores for both CCC and 

BSN have improved 

In FY 2022, the Postal Service played a critical role 

through the ongoing pandemic in delivering COVID-19 

test kits to the American public The CX team supported 

this initiative by ensuring the public had access to key 

information, establishing protocols, and implementing 

enabling technologies, including the creation of a 

dedicated FAQ page available on our usps.com website 

and establishing an Integrated Voice Response (IVR) 

path for customers calling the (800) ASK-USPS tollfree number with special queues to provide information 

to customers A dedicated group of customer service 

agents were trained on how to handle these customer 

inquiries Between the program launch date of January 

20, 2022, and September 26, 2022, 37,261 calls 

were offered to our agents, 98 percent of which were 

answered, on average, within 32 seconds 

Additionally, the CX team created special paths within 

its customer relationship management tool (Customer 

360) on usps.com, that provided customers the ability 

to report issues around our ordering and delivery 

processes To date, the USPS has received and fulfilled 

over 160 million orders Overall, this program has been 

successful and continues to showcase the Postal 

Services ability to deliver for America during times of 

crisis and need 

The Postal Service continued to ask the overall 

satisfaction question in each component survey in 

2022 All FY 2022 CX Composite Index scores are thus 

comparable to FY 2021 and FY 2020 actual scores 

The following sections address FY 2022 actual scores, 

FY 2022 targets, accomplishments achieved throughout 

the year, and other related information for each CX 

touchpoint metric 

BSN Survey. In FY 2022, the Postal Service achieved 

a score of 98 20 percent, exceeding the target of 

97 33 percent by 0 87 percentage points This score 

represented a 0 31 percentage point improvement 

compared to FY 2021 The BSN continued the 

requirement to obtain the customer’s satisfaction 

of the resolution prior to closing a service request, 
FY 2022 Annual Report to Congress — United States Postal Service 39

reinforcing our focus on customer value, and addressing 

their issues and concerns before closing the loop 

on requests In addition, the BSN team continued to 

share BSN score reports with retail and delivery Areas, 

focusing on improvement plans that were created for 

Districts with low scores 

The BSN also distributed Customer Experience training 

to all BSN representatives throughout the year and 

refreshed Job Aids for standard work processes to 

improve consistency in service delivery 

POS Survey. In FY 2022, the Postal Service achieved 

an overall satisfaction score of 86 34 percent, 1 12 

percentage points lower than the target of 87 46 

percent This score represents a 1 95 percentage point 

increase compared to FY 2021 Despite strong overall 

satisfaction improvements in FY 2022, the COVID-19 

pandemic continued to pose a challenge for retail 

locations which contributed to POS falling just short 

of the FY 2022 target As employee behavior was 

observed to be a key driver in overall satisfaction, many 

of the FY 2023 initiatives for training and recognition 

focus on continuing the improvements in customer 

interactions at retail locations 

In FY 2022, the Postal Service continued its Self-Service 

Kiosk (SSK) Prepaid Acceptance Pilot, which provides 

contactless transactions for customers who require a 

receipt when mailing a prepaid package and recognized 

an increase in the volume of SSK Prepaid Acceptance 

transactions In addition, the Postal Service relocated 

underutilized SSKs to new locations to improve 

utilization of the tools and mitigate long customer wait 

times in line The 82 Phase I SSK sites chosen for 

relocation had a utilization rate of 19 31 percent Since 

the deployment of this initiative, the actual nationwide 

SSK utilization rate is 27 63 percent 

Delivery Survey. In FY 2022, the Postal Service 

achieved a score of 73 91 percent, 7 03 percentage 

points lower than the target of 80 94 percent This score 

represents a 3 5 percentage point increase compared 

to FY 2021 In FY 2022, the Neighbor Post Box project 

was suspended due to supply chain issues with the 

vendor This program was designed to replace existing 

Centralized Box Units (CBU) with Neighborhood Post 

(NP) Boxes NP Boxes have much larger compartments 

than CBUs and can accommodate more and/or larger 

customer packages We expect the total quantity of 

boxes to be available in Q2 of FY 2023 

Additionally, the Smart Locker Project, which began as 

a pilot in FY 2021 with 10 lockers located in Northern 

Virginia, was expanded in FY 2022, with 54 additional 

Smart Lockers across the four postal areas The 

technology piece for the Smart Lockers has been 

finalized and the additional Smart Lockers are expected 

to be in use by the end of Q1 in FY 2023 

The pilots mentioned above address “Failed First 

Attempts” which have a direct impact on Overall 

Satisfaction (OSAT) and packages received by expected 

date and contributed to missing our target delivery 

score 

CCC Survey. In FY 2022, the Postal Service achieved a 

score of 70 75 percent, 7 73 percentage points higher 

than the target of 63 02 percent This score represented 

a 8 90 percentage point increase compared to FY 

2021 To achieve this, the Postal Service implemented 

multiple customer experience improvements including 

making it easier for customers to provide their tracking 

numbers on the phone and expanding capabilities in the 

Visual Interactive Voice Response (IVR) System to allow 

more customers to self-serve Visual IVR shows the IVR 

interaction on the customer’s smart phone while the 

customer concurrently hears the audible instructions 

It also allows customers to enter data on their smart 

phone, which helps increase accuracy for data elements 

such as tracking numbers, addresses, and names 

Additionally, in FY 2022, the Postal Service added the 

ability for customers to enroll in automatic updates, 

including receiving a follow-up phone call or receiving 

an email to receive updates for package tracking This 

enhancement reduced the number of service requests 

being created unnecessarily prior to the packages 

expected delivery date This enabled the Customer 

Experience organization to focus efforts on resolving 

customer inquiries faster without spending time on 

package inquiries that are not yet expected to be 

delivered CCC agents continued to provide high levels 

of service to customers throughout the year, driven by a 

continued focus on coaching and training agents 

C360 Survey. In FY 2022, the Postal Service achieved 

a score of 38 44 percent, 1 61 percentage points lower 

than our target of 40 05 percent This score represented 

a 5 10 percentage point increase compared to FY 

2021 While we did make improvements in C360 OSAT 

during FY 2022, successful resolution continued to be 

a key driver for not meeting the target score Due to 

widespread transition of new and often inexperienced 

C360 users coming onboard, a resolution outcome 
40 United States Postal Service — FY 2022 Annual Report to Congress

for the customer cannot always be achieved The 

organization is currently developing strategies that will 

allow inquiries to be routed to targeted C360 users best 

able to successfully resolve a customer inquiry 

In FY 2022, the Postal Service provided scenario-based 

training by creating and publishing new Knowledge 

Articles with local Post Office users in mind, provided 

“Back to Basics” training to all employees using the 

C360 platform to resolve customer inquiries, and 

provided training to the field and the Consumer Affairs 

Teams, stressing the need to solve service requests on 

“day one” as often as possible The organization is also 

tracking Initial Contact and Overdue Service requests 

Additionally, as new Congressional staffers were 

onboarded during the year, the Consumer Affairs 

Manager for the associated District worked with the 

Consumer Advocate to get the new staffers access and 

new user training for the Congressional Inquiry Portal, 

a platform for Congressional staffers to log inquiries 

through C360 Additional refresher training was also 

offered to all staffers already using the Congressional 

Inquiry Portal to give them a better understanding of the 

system 

The Postal Service’s Customer Relationship 

Management (CRM) platform, Customer360, was 

upgraded from the Classic interface to a new Lightning 

interface, providing the more than 53,000 users with 

a more modern, easy to use, and efficient experience 

All users including Customer Care Agents, Consumer 

Affairs, and Local Post Office teams were trained on this 

interface to support a smooth transition and consistent 

delivery of care to customers reaching out with inquiries 

usps.com Survey In FY 2022, the Postal Service 

achieved a score of 73 62 percent, 0 21 percentage 

points higher than the target of 73 41 percent This 

score represented a 6 49 percentage point increase 

compared to FY 2021 The usps.com team published 

content throughout the year to support awareness and 

adoption of new services focused on same-day and 

next-day delivery for business customers, including 

USPS Connect Local Directory and the USPS Connect 

eCommerce Program A majority of FY 2022 was 

focused on creating seamless customer experiences 

and enabling users to order COVID-19 test kits through 

usps.com The ordering portion of the site was visited 

approximately 263 million times The usps.com team 

conducted usability and accessibility tests to ensure 

an easy ordering process experience for users with 

poor or limited vision and for users requiring assistive 

technology The team’s efforts surrounding the online 

ordering process have been mentioned in the media as 

an exemplary customer experience 

BMEU Survey. In FY 2022, the Postal Service achieved 

a score of 96 48 percent, 0 24 percentage points lower 

than our target of 96 72 percent This score represented 

a 0 82 percentage point increase compared to FY 2021 

Although customers cited positive employee attitudes, 

courtesy, and knowledge about postal products, 

services, and systems as the three primary drivers of 

satisfaction, the target score was not achieved in FY 

2022 The BMEU team discovered that issue resolution 

was a contributing factor and is primarily due to the 

customers’ experience with USPS functions outside of 

BMEU 

In FY 2022, the Postal Service continued to leverage 

the successful strategies and initiatives that it used in 

FY 2021 to improve customer service These initiatives 

included the Customer Centric Certification Program 

and the in-person Leadership Conference, which 

resulted in 0 98 percent increase of the BMEU OSAT 

from FY 2021 to FY 2022, implementing training, 

updating job aids, and coaching and mentoring 

employees that serve BMEU customers Additionally, 

the BMEU Corporate Strategy and Structure realigned 

its organization and clearly defined employee roles and 

responsibilities to improve service to customers 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes table 

on page 33 for historical performance.

FY 2023 Performance Plan

The following table includes the FY 2023 Targets for the 

Excellent Customer Experience metrics 

Measure FY 2023 Target

CX Composite Index 74.39

BSN 98.00

POS 87.46

Delivery 80.94

CCC 69.88

C360 40.05

usps.com 73.41

BMEU 96.29
FY 2022 Annual Report to Congress — United States Postal Service 41

In FY 2023, delivering excellent customer experiences 

across multiple channels will continue to be a priority 

for the Postal Service This includes improving the 

way we engage with customers, making it easier for 

our employees to deliver excellent customer service, 

enhancing how we measure customer experiences in 

a timely manner, and providing a consistent customer 

experience across all channels 

In FY 2023, the Postal Service will include the same 

touchpoints with slight modifications to the weights 

attributed to these touchpoints The POS survey weight 

will increase from 15 percent to 20 percent, and the 

CCC survey weight will decrease from 20 percent 

to 15 percent These modifications will allow the CX 

Composite Index score to more accurately reflect the 

interactions with postal customers 

The Postal Service will continue to improve the 

measurement of customer experience by ensuring 

questions accurately measure both customer sentiment 

and attributes of customer satisfaction across the CX 

surveys Furthermore, we plan to influence change 

across all USPS customer-facing channels in FY 2023 

The Postal Service will continue to produce scenariobased training in the form of C360 Knowledge Articles 

to guide users through the investigation and resolution 

of customer inquiries The organization will also continue 

to leverage the successful strategies and initiatives 

that it used in prior years to improve customer service, 

including its Customer Centric Certification Program, 

providing in-person conferences, updating job aids, and 

coaching and mentoring employees that serve BMEU 

customers Weekly OSAT meetings will be held with vital 

Districts to ensure employees understand how to foster 

positive, cross-functional relationships and exceptional 

customer service Additionally, efforts will be made to 

educate customers to complete the BMEU surveys 

based on their experience with the BMEU and not with 

an experience within the retail or delivery operations 

The Postal Service will empower its workforce to 

prevent undesirable customer experiences by providing 

actionable data to help them resolve customer pain 

points and improve customers’ experience 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

Safe Workplace and Engaged Workforce

Employee Safety

Employee safety is a top priority for the Postal Service 

Accident prevention is the guiding principle for both 

occupational safety and health-related activities and 

is the underlying philosophy of the USPS Safety 

program To avoid accidents and occupational 

diseases, USPS has adopted standard requirements 

for safety and health protection in the workplace and 

established compliance protocols to ensure effective 

implementation 

Risk assessment and management are fundamental to 

preventing and controlling risks to safety and health in 

the workplace This includes accounting for all relevant 

risks, checking the efficacy of safety measures, and 

regularly documenting and reviewing outcomes 

In FY 2022, the Postal Service continued to respond 

to pandemic-related risks and implemented controls 

to protect employees and reduce viral spread The 

Postal Service marshalled all possible resources to 

meet the challenges posed by the pandemic Early in 

the pandemic, the organization established a dedicated 

USPS COVID-19 Command Response leadership 

team to direct employee, operational, business, and 

customer continuity efforts during this extraordinary 

time The Postal Service followed guidance from the 

Centers for Disease Control and Prevention as well as 

other public health authorities and continues to provide 

employees with up-to-date information USPS will 

continue to protect employees in the workplace as they 

serve the American people 

The Postal Service’s safety performance is measured 

by a total accident rate The formula for calculating 

the total accident rate is the number of recorded 

accidents in the year multiplied by 200,000 (calculated 

by the average annual 2,000 work hours per employee 

multiplied by 100 to standardize accident rates) 

This number is then divided by the annual number of 

exposure hours 

The total accident rate formula is:

Total Number of Accidents x 200,000 ___________________________________________

Exposure Hours

This rate uses the same calculation developed by 

the Occupational Safety and Health Administration 

(OSHA) for its Illness and Injury (I&I) rates metric, which 

has been expanded to include accidents that do not 
42 United States Postal Service — FY 2022 Annual Report to Congress

result in medical expenses, days away from work, or 

restrictions from performing full duty Using the total 

accident rate is an industry best practice that enables 

the Postal Service to design targeted prevention 

strategies to decrease accidents and reduce the impact 

on employees and the organization 

FY 2022 Performance Report

In FY 2022, the total accident rate was 12 39, 

surpassing the target of 13 45 The following table 

includes both the FY 2022 Actual and FY 2022 Target 

for the corporate safety metric 

Measure

FY 2022 

Actual

FY 2022 

Target Delta

FY 2022 

Target 

(Met/

Not Met)

Total Accident Rate 12.39 13.45 (1.06) Met

The Postal Service was able to meet its FY 2022 target 

by continuing the Safety Intervention and Recognition 

Program that tracked district/division level performance 

each month In addition, the organization implemented 

quarterly business reviews focusing on facility level 

interventions by the field support staff 

The addition of new visualizations and data analytical 

tools provided immediate access to data and allowed 

each manager/supervisor insight into the accident 

trends in their facilities 

The Postal Service will continue to enhance the Safety 

and Health Management Tool to provide regular 

reporting and trend analysis information to field 

leadership Focusing on Action Planning within the tool 

will provide greater success in preventing accidents 

from recurring By addressing the root and primary 

causes of each accident, the Postal Service will be 

able to implement activities, training, and accident 

prevention protocols 

The following table shows accidents by type in FY 2022 

and FY 2021 

Accident Count by Type

Accident Type FY 2022 FY 2021 Percent Change

OSHA I&I 29,543 30,694 -3.75%

Non-Recordable 41,984 49,151 -14.58%

Motor Vehicle1 27,697 27,760 -0.23%

Total 71,527 79,845 -10.42%

1

 Motor vehicle accidents are included in both the OSHA I&I and non-recordable 

accident counts.

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

FY 2023 Performance Plan

The FY 2023 target for the total accident rate is 13 25 

The Postal Service will continue proactive safety and 

prevention efforts to achieve the target Outreach efforts 

will be concentrated on the most frequent workplace 

hazards (such as dog bites, distracted driving, extreme 

weather events, and slip, trip, and fall injuries) and will 

target at-risk groups 

The following table states the FY 2023 Target 

Measure FY 2023 Target

Total Accident Rate 13.25 

In support of the Delivering for America plan, the Postal 

Service will continue to foster safety as a core value 

throughout the organization Specifically, the Postal 

Service will consider the safety of employees in all 

aspects of the organization, such as new facilities, new 

equipment, new vehicles and modified work practices 

In addition, the Postal Service will continue to enhance 

the Occupational Safety and Health Scorecard, and the 

Safety and Health Management Tool to meet the needs 

of our operational partners to provide increased visibility 

into accident prevention opportunities 

The Postal Service will continue to empower 

employees to become more involved in their own safety 

through the identification, recording and reporting of 

safety concerns in real time and will provide timely 

communications of safety and health information to the 

workforce 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

Employee Engagement

The Postal Service aims to engage employees so that 

teams, individuals, and leaders thrive and perform 

at high levels Research shows that higher levels of 

employee engagement correlate to healthier work 

environments, more successful teams, and positive 

business outcomes for organizations 

To measure the level of engagement at the Postal 

Service, the organization administers the Postal 

Pulse survey to all employees annually Postal Pulse 

results include the grand mean score and survey 

response rate The grand mean score assesses overall 

engagement levels of respondents, and the response 

rate shows the level of participation among the entire 

employee population 
FY 2022 Annual Report to Congress — United States Postal Service 43

FY 2022 Performance Report

In FY 2022, the Postal Pulse survey grand mean score 

was 3 31, which is lower than the target of 3 38 The 

response rate was 25 percent, the same as in FY 2021 

The following table shows the FY 2022 actual and 

target grand mean scores 

Measure

FY 2022 

Actual

FY 2022 

Target Delta

FY 2022 

Target 

(Met/ Not 

Met)

Engagement Score 3.31 3.38 (0.07) Not Met

This year, the Postal Pulse survey was administered 

from June 14, 2022, through July 15, 2022 Nonbargaining employees received the survey link via Postal 

email on June 14, and each subsequent week until they 

responded or until July 15 if they did not respond The 

Postal Pulse survey was administered to bargainingunit employees using three methods: a paper survey 

distributed at the work unit, a paper survey mailed to 

the employee’s home address, and via postal email, if 

available All employees were invited to respond to the 

survey on-the-clock 

Employees were also encouraged to complete the 

survey through other communication channels including 

email, scanner alerts, stand-up talks, and internal 

employee communications The methodology of the 

survey calculations remains consistent since 2015 

Since the pandemic, many U S organizations have 

experienced an increase in turnover and a decrease 

in employee engagement and satisfaction This has 

been variously described as the “great resignation” 

and “quiet quitting ” As a reaction to the pandemic, 

employees seem to be re-evaluating whether their work 

is meaningful to them and making the decision not 

to exert extra effort at work to have a better work-life 

balance Companies with lower-paying jobs, such as 

in the service industry, are struggling to hire enough 

workers 

We believe this change in the U S workforce 

contributed to the decrease in our engagement scores 

this fiscal year Prior to the pandemic, we experienced 

steady increases in engagement from 2015 to 2019 

Although engagement decreased during the height of 

the pandemic, the decrease was consistent with trends 

observed across the U S , and it rebounded to prepandemic levels the following year 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

FY 2023 Performance Plan

The FY 2023 metric target will be a grand mean 

engagement score of 3 33 The following table states 

the FY 2023 Target 

Measure FY 2023 Target

Grand Mean Engagement Score 3.33 

Grand mean scores over the past seven years have 

ranged from 3 16 to 3 36 Over the span of four survey 

administrations from 2016-2019, the scores increased 

by 0 01 each year The proposed target score of 3 33, 

an increase of 0 02 from FY 2022, is optimistic, yet 

realistic 

Many of the FY 2022 programs to improve engagement 

were newly initiated under the Delivering for America 

plan and expected to lay the foundation for elevating 

employee engagement Engagement initiatives have 

focused on two major groups of employees: front-line 

supervisors and newly hired pre-career employees 

For front-line supervisors, the number of authorized 

positions were increased to align with earned staffing, 

and an aggressive internal recruitment campaign was 

conducted to facilitate filling vacant positions The 

USPS Supervisor Program was revised to ensure 

new supervisors are equipped with the most up-todate training, including critical knowledge and skills 

that are keys to successful performance New mobile 

tablets were deployed to front-line supervisors in mail 

processing to put technology at their fingertips while 

they are on the workroom floor, and a new Front-Line 

Supervisor Tool Kit webpage was deployed on the 

postal intranet to provide quick access to the most 

frequently used systems, forms, and references 

For newly hired employees, the onboarding process 

was standardized and documented to ensure new 

employees are welcomed and receive the training, 

equipment, and information they need to be successful 

Enhancements to the onboarding programs were 

piloted to gauge the impact of revised schedules and 

peer mentors in improving engagement and retention 

of new employees These pilots have demonstrated 

success with higher engagement and retention scores, 

and we plan to continue expanding the program over 

the next fiscal year In September 2022, the Welcome 

to USPS (W2USPS) New-Hire Orientation was updated 

and streamlined to equip new hires with critical 

information about the organization and their job, as 

well as shorten the timeframe between a job offer and 

report-for-duty date 
44 United States Postal Service — FY 2022 Annual Report to Congress

In FY 2023, we will continue to expand these 

programs with the expectation of improved employee 

engagement Recent aggressive recruitment campaigns 

for external pre-career hiring and internal supervisor 

promotions will result in a lot of new employees and 

newly promoted employees at all levels across the 

organization Newly hired employees will experience 

updated, streamlined W2USPS Orientation in order to 

move quickly to their job training and work assignment 

Newly promoted supervisors will experience the 

updated, enhanced USPS Supervisor Program and 

begin their new assignments better prepared, with 

access to the online Front-Line Supervisor Tool Kit to 

easily find the systems they need from day one Frontline supervisors who are better trained and equipped to 

perform their job will be able to foster a more engaging 

work environment for their employees 

In addition, we will increase communications around 

the survey in an effort to improve the response rate 

Communications will include internal employee 

publications spotlighting the positive impact of 

engagement and leveraging survey results to improve 

the work environment We will include guidance 

regarding what managers can do to improve 

engagement, such as scheduling one-on-one meetings 

with employees and increasing employee recognition 

In preparation for the next survey administration, we will 

provide advance notification to prepare managers to 

encourage employees to respond 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

Financial Health

As a self-funded organization, the Postal Service 

generally receives no tax dollars for its operating 

expenses and relies on the sale of postage, products, 

and services to fund its operations The Postal Service 

continues to face long-term systemic challenges to its 

business model, including declines in mail volume and 

growth in legacy pension costs 

In recent years, we have made great strides in creating 

a more efficient, customer-oriented, and operationally 

focused organization Nonetheless, it takes time 

to realize the impacts of these changes and our 

organization continues to face financial challenges, 

including a high liability to asset ratio and a projected 

net loss for FY 2023 of $4 5 billion 

The COVID-19 pandemic continued to impact the 

Postal Service’s financial health in FY 2022 The surge 

of package volume in 2020 and 2021 abated, though 

volumes remained above pre-pandemic levels Mail 

volumes continued to decline, however Marketing Mail 

volumes rebounded slightly from their depressed levels 

at the start of the pandemic 

Additionally, inflation had a significant impact on 

expenses Workers received cost of living adjustments 

at historic highs, and prices increased for goods and 

services on which the Postal Service relies Increases 

in fuel prices have led to a rise in transportation costs 

Inflation also significantly impacted USPS FERS and 

Civil Service Retirement System (CSRS) amortization 

expenses, since the increase in cost-of-living 

adjustment impacted both current and future pension 

benefit payouts 

Our Delivering for America plan included a correction 

of decades of overpayment of CSRS benefits by 

USPS; according to modern actuarial and accounting 

standards, a far greater share of these benefits should 

have been paid by the U S Treasury This correction 

could be accomplished by an instruction to the 

Administration to the Office of Personnel Management 

This reform would eliminate CSRS amortization 

expenses entirely; in FY 2022 the expense was $2 3 

billion, and FY 2023 projected expense will be $3 1 

billion 

The PSRA of FY 2022 canceled the Postal Service’s 

obligation to make Retiree Health Benefit (RHB) normal 

cost and amortization payments As a result, normal 

cost and amortization expenses to fund the Postal 

Service Retiree Health Benefits Fund (PSRHBF) were 

zero for FY 2022 and will be for future years PSRHBF 

top-up payments, a new payment, are expected to 

begin in FY 2026 
FY 2022 Annual Report to Congress — United States Postal Service 45

Controllable Income (Loss)

The Postal Service’s financial statements are 

prepared in accordance with U S Generally Accepted 

Accounting Principles (GAAP) Controllable income 

(loss) is a non-GAAP measure defined as total revenue 

less controllable expenses Controllable expenses are 

divided into several categories: salaries and benefits, 

Federal Employees Retirement System (FERS) 

normal cost, PSRHBF normal cost8 (controllable), 

transportation, depreciation, supplies and services, 

and rent, utilities, and other Projections of controllable 

income (loss) are based on planned revenues and 

expenditures for every program activity included in 

the Postal Service’s Integrated Financial Plan (IFP) 

Controllable income (loss) should not be considered 

a substitute for net income (loss) and other GAAP 

reporting measures 

The Postal Service uses controllable income (loss), 

rather than net income (loss), as its principal indicator 

to assess its financial performance, as net income 

includes the effects of factors (such as interest rate 

changes) that cannot be controlled or influenced by 

management 

Non-Controllable Expenses

Those expenses excluded from controllable income 

(loss) are non-controllable expenses, which are not 

reflective of short-term operational decisions and are 

subject to large fluctuations outside the organization’s 

control 

Non-controllable expenses include revaluations of the 

PSRHBF normal cost8 based on requests for payment 

from the Office of Personnel Management (OPM), the 

amortization of the Postal Service’s unfunded PSRHBF 

liabilities9, the amortization of unfunded liabilities for the 

Postal Service’s participation in FERS and CSRS, and 

non-cash expenses related to changes in the liability 

for participation in the federal workers’ compensation 

program These items are excluded from the calculation 

of controllable income (loss) In FY 2022, the 

organization also excluded the non-cash impact of the 

PSRA, which eliminated our liability because of pastdue payments to the PSRHBF 

Fluctuations in non-controllable expenses are caused 

by changes in inflation, interest rates, and actuarial 

assumptions The Postal Service can only marginally 

influence these expenses over the long term by 

changing the number of employees or compensation 

rates, but this effect is small and gradual compared 

to the effect of external factors For example, a one 

percent increase in the discount rate would cause 

a decrease in the September 30, 2022, workers’ 

compensation liability and related expense by 

approximately $1 3 billion Similarly, a one percent 

decrease in the discount rate would cause an increase 

in the September 30, 2022, workers’ compensation 

liability and related expense by approximately $1 6 

billion 

The following table includes revenue, controllable 

income (loss), and net income (loss) and shows planned 

revenues and expenses by category for FY 2023 and 

FY 2022, as well as actual data for FY 2019-FY 2022 

8

 PSRHBF normal cost was expensed from FY 2017 through FY 2021.

9

 PSRHBF unfunded liability amortization was expensed from FY 2017 

through FY 2021.
46 United States Postal Service — FY 2022 Annual Report to Congress

Revenue and Expenses

(in billions, unaudited) 1

FY 2023 

Plan (IFP)

FY 2022 

Actual

Actual vs 

Plan

FY 2022 

Plan (IFP)

FY 2021 

Actual

FY 2020 

Actual

FY 2019 

Actual

First-Class Mail $ 24.9 $24.0 $(0.2) $24.2 $23.3 $23.8 $24.4

Marketing Mail 16.4 16.0 0.8 15.2 14.6 13.9 16.4

Shipping and Packages 31.9 31.3 0.7 30.6 32.0 28.5 22.8

International 1.8 1.7 (0.5) 2.2 2.2 2.4 2.5

Periodicals 1.0 1.0 0.0 1.0 1.0 1.0 1.2

Other2 5.2 4.8 0.5 4.3 4.0 3.6 4.0

Total Revenue $81.2 $78.8 $1.3 $77.5 $77.1 $73.2 $71.3

Salaries and Benefits 54.0 52.8 0.6 52.2 51.4 50.0 48.9

FERS Normal Cost 4.6 4.5 0.1 4.4 4.1 3.8 3.5

PSRHBF Normal Cost (controllable)3 — — (4.3) 4.3 3.9 4.0 4.0

Transportation 10.0 10.3 0.7 9.6 9.7 8.8 8.2

Depreciation 1.8 1.7 — 1.7 1.7 1.7 1.7

Supplies and Services 3.4 3.2 — 3.2 2.9 3.1 2.8

Rent, Utilities, and Other4 6.9 6.8 0.6 6.2 5.8 5.6 5.6

Controllable Expenses $80.7 $79.3 $(2.3) $81.6 $79.5 $77.0 $74.7

Controllable Income (Loss) $0.5 $(0.5) $3.6 $(4.1) $(2.4) $(3.8) $(3.4)

Impact of Postal Service reform legislation5 — 57.0 57.0 — — — —

PSRHBF Normal Cost Actuarial Revaluation3 — — — — (0.3) 0.1 0.2

PSRHBF Unfunded Liability Amortization — — 1.0 (1.0) (0.9) (0.8) (0.8)

FERS Unfunded Liability Amortization (1.9) (1.6) (0.2) (1.4) (1.4) (1.3) (1.1)

CSRS Unfunded Liability Amortization (3.1) (2.3) (0.4) (1.9) (1.9) (1.8) (1.6)

Workers' Comp. Fair Value and Other Non-Cash Adjustments — 3.4 3.4 — 2.0 (1.6) (2.1)

Non-Controllable Items $(5.0) $56.5 $60.8 $(4.3) $(2.5) $(5.4) $(5.4)

Net (Loss) Income $(4.5) $56.0 $64.4 $(8.4) $(4.9) $(9.2) $(8.8)

1

 Numbers are rounded for additive purposes. 

2

 Includes investment and interest income, gain or loss on sale, and income from the out-lease of property. 

3

 Total PSRHBF normal cost is the sum of PSRHBF normal cost (Controllable) and PSRHBF Normal Cost Revaluation.

4

 Includes interest expense.

5

 Represents the one-time non-cash benefit due to the reversal of $57.0 billion for past due retiree health benefit obligations that were canceled by the enactment of the PSRA.

With the PSRA, PSRHBF normal cost and amortization payments will be zero for FY 2022 and future years. PSRHBF top-up payments, a new payment, are expected to begin in 

FY 2026.

FY 2022 Performance Report

In FY 2022, Net Income (Loss) was $56 billion; without 

the non-cash impact of the PSRA and non-cash 

adjustments to workers’ compensation, Net Income 

(Loss) would have been $(4 4) billion This adjusted net 

loss is $4 0 billion better than the $(8 4) billion net loss 

planned in the FY 2022 IFP 

This $4 0 billion improvement to plan includes:

 A decrease of $4 3 billion in controllable PSRHBF 

normal costs, which were eliminated by the PSRA 

 A decrease of $1 0 billion in PSRHBF unfunded liability 

amortization, which was eliminated by the PSRA 

 A net $(0 7) billion impact to revenue and controllable 

expenses, excluding controllable PSRBHF normal 

cost This loss was driven by a $(1 6) billion impact to 

revenue and controllable expenses due to increased 

inflation, which, in the short-term, impacts expenses 

more than it impacts the Postal Service’s ability to 

generate revenue through increased pricing authority 
FY 2022 Annual Report to Congress — United States Postal Service 47

 A $(0 4) billion increase to CSRS unfunded liability 

amortization expense These expenses are a result 

of historically unfair allocation of CSRS pension 

responsibilities between the Postal Service and 

the U S Treasury Re-apportioning CSRS assets 

in line with modern actuarial and accounting 

standards, as outlined in the Delivering for America 

plan, would eliminate these payments entirely 

 A $(0 2) billion increase to FERS unfunded liability 

amortization expense, primarily due to the impact of 

increased inflation on wages and pension benefits 

Controllable Income (Loss) was $(0 5) billion, which was 

$3 6 billion better than the FY 2022 target of $(4 1) billion 

The following table includes both the FY 2022 Actual 

and FY 2022 Target for the Controllable Income (Loss) 

metric 

Measure

FY 2022 

Actual

FY 2022 

Target Delta

FY 2022 

Target 

(Met/ Not 

Met)

Controllable Income 

(Loss) ($, billions) $(0.5) $(4.1) $3.6 Met

The major factors that affect the organization’s 

controllable loss include overall customer demand, the 

mix of postal services and contribution associated with 

those services, the Postal Service’s ability to manage 

its cost structure in line with the shifting volume mix, an 

increasing number of delivery points, legacy pension 

costs and inflation 

Revenue includes funds received from the sale of 

postage, mailing and shipping services; PO Box rentals; 

gain or loss on sale and income from the leasing of 

property; and interest and investment income The 

Postal Service’s FY 2022 total revenue of $78 8 billion 

exceeded our planned revenue by $1 3 billion 

The following is a description of revenue sources:

First-Class Mail primarily consists of single-piece and 

presorted letters and postcards Revenue from FirstClass Mail was $24 0 billion, lower than the planned 

amount by $0 2 billion, mainly due to lower-thanexpected volume recovery from the pandemic loss 

Marketing Mail consists of mail that weighs less than 

16 ounces and that is not required to use First-Class 

Mail service Marketing Mail is typically used for direct 

advertising to multiple delivery addresses Marketing Mail 

may include advertising, newsletters, catalogs, small 

marketing parcels, and other printed matter Revenue 

from Marketing Mail was $16 0 billion, exceeding the 

planned amount by $0 8 billion, primarily due to higherthan-expected volume recovery from the pandemic loss 

Shipping and Packages consist largely of Competitive 

services that can be priced to reflect current market 

conditions These include Priority Mail and Priority Mail 

Express, last mile and network services such as Parcel 

Select and Parcel Return, First-Class Mail Package 

Service, and certain other package delivery services 

Revenue from Shipping and Packages was $31 3 billion, 

an increase of $0 7 billion above the planned amount, 

due to pricing initiatives and volumes from mailing of 

COVID-19 test kits 

International Mail includes services that enable both 

domestic and international customers to send mail and 

packages through either standard or express delivery 

options to other countries Most International Mail 

revenue is generated from outbound services that allow 

customers in the U S to send mail and packages to 

other countries Revenue from International Mail was 

$1 7 billion, $0 5 billion less than plan 

Periodicals Mail is a class of mail comprised primarily of 

newspapers, magazines and other periodic publications 

whose primary purpose is transmitting information to an 

established list of subscribers or requesters Revenue 

from Periodicals was $1 0 billion, in line with plan 

Other revenue includes ancillary services, such as 

Certified Mail, PO Box services, Return Receipt services, 

money order and passport services, and interest 

income Other revenue was $4 8 billion, exceeding the 

plan amount by $0 5 billion 

Controllable Expenses. The Postal Service’s ability 

to affect its amount of controllable expenses is limited 

by various legal requirements, including the universal 

service obligation, collective bargaining agreements, and 

the obligation to participate in federal benefits programs 

Inflation also had a significant impact on controllable 

expenses in FY 2022 

Salaries and benefits expenses include salaries, health 

benefit expenses for active employees, and workers’ 

compensation cash outlays These expenses were $52 8 

billion, $0 6 billion more than the FY 2022 plan This was 

primarily due to the impact of high inflation; cost-of-living 

adjustments (COLA) in August 2021, February 2022, and 

August 2022 were some of the highest ever 
48 United States Postal Service — FY 2022 Annual Report to Congress

FERS normal cost expense is the expense the 

organization incurs to fund retirement benefits for 

active employees The normal cost of $4 5 billion was 

$0 1 billion more than the planned amount because 

the salaries on which FERS normal cost is based were 

higher than planned 

Transportation expenses include the contractual costs 

incurred to transport mail and other products between 

Postal Service facilities, including highway, air, and 

international transportation contracts, plus contract 

delivery services Transportation expenses do not 

include the compensation and benefits of employees 

responsible for transporting mail and other products 

between facilities or to delivery points The nonpersonnel costs of transportation to delivery points, 

excluding contract delivery services, are included in 

rent, utilities, and other expenses Total transportation 

expenses were $10 3 billion, $0 7 billion more than 

plan This was primarily because of the increase in 

fuel expenses for the transportation contracts and 

inflationary pressures in the trucking industry due to 

supply imbalances 

Depreciation expense allocates the cost of long-lived 

assets to the periods in which they are used These 

assets include items such as buildings, equipment, 

vehicles, leasehold improvements, and capitalized 

software Depreciation expense in FY 2022 was $1 7 

billion, in line with the IFP estimate 

Supplies and services expenses include minor 

equipment, spare parts, furniture, services, cost of 

sales, office supplies, and cleaning supplies and 

personal protective equipment Supplies and services 

expenses in FY 2022 were $3 2 billion, in line with plan 

Rent, utilities, and other expenses include the cost 

of leasing buildings, utilities, building repairs and 

alterations, vehicle fuel, information technology, interest 

expense, and all other miscellaneous items These 

items collectively cost $6 8 billion, which was $0 6 

billion above plan, primarily due to price of fuel and 

extending leases for Package Support Annexes (PSAs) 

for COVID-19 test kits 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance.

FY 2023 Performance Plan10

In FY 2023, the Postal Service anticipates a $0 5 billion 

controllable income, resulting from a projected $2 4 

billion increase in revenue which is offset by a projected 

$1 4 billion increase in controllable expenses compared 

to FY 2022 

Revenue Revenue from mail is expected to increase 

by $1 3 billion In July 2022, the Postal Service 

implemented price increases of about 6 8 percent on 

these products, while underwater products (products 

that do not cover their costs) received an additional 2 

percent increase These price increases include the 

additional rate authority provided by PRC Order 5763, 

issued in November 2020 The increased prices are 

expected to offset the loss of revenue due to continued 

electronic diversion 

Shipping and Packages revenue is estimated to 

increase by $0 6 billion Consumers are expected 

to increase in-store shopping and the use of pickup 

services instead of online shopping Moreover, 

competitors are increasing their efforts to capture 

sources of revenue Furthermore, supply chain 

shortages and a potential global recession could 

negatively impact consumer buying trends For these 

reasons, realizing the planned shipping and revenue 

gain will require aggressive management action 

International revenue is expected to increase $0 1 

billion, while revenue from other sources is expected to 

increase by about $0 4 billion 

Controllable Expenses Total controllable expenses in 

FY 2023 are projected to be $80 7 billion This target 

includes the projected impact of management initiatives 

to balance work hours and transportation costs, both 

of which are planned to be lower than in FY 2022 

Salaries and benefits expenses are planned to increase 

by $1 2 billion in FY 2023 due to wage increases from 

contractual general increases and high COLA based on 

increased inflation The cost-of-living adjustment issued 

in August 2022 (the full impact of which will be reflected 

in FY 2023) was equivalent to approximately $2,455 per 

year for most career employees Salary and benefit 

expenses are expected to increase despite a planned 

reduction in work hours 

FERS normal cost expense is expected to increase 

by $0 1 billion over FY 2022 due to increased wages 

PSRHBF normal cost (controllable) expenses have 

been canceled by the PSRA 

10 The FY 2023 IFP information contained in this document will be revised if needed 

upon approval by the Postal Service Board of Governors.
FY 2022 Annual Report to Congress — United States Postal Service 49

Transportation expenses are estimated to decrease 

by $0 3 billion, largely due to lower air transportation 

costs resulting from a decrease in package volumes, 

a shift of assigned transportation from air to surface, 

and increased usage of lower-cost commercial carriers 

An increase in surface transportation rates is expected 

to limit this reduction Depreciation expenses are 

expected to increase by $0 1 billion compared to FY 

2022 Supplies and services are expected to increase 

by $0 2 billion and rent, utilities, and other expenses are 

expected to increase by $0 1 billion, due to increased 

expenses to support modernization investments, as 

well as inflationary pressures including fuel Rent is also 

expected to increase due to an increased investment in 

annexes for processing packages 

Non-Controllable Expenses. OPM calculates both 

FERS and CSRS amortization payments to allow 

the Postal Service to pay down its unfunded liability 

obligations to the FERS and CSRS programs These 

expenses depend on actuarial assumptions, including 

interest and inflation rates, over which the organization 

has no control FY 2022 planned expenses for FERS 

and CSRS amortization were $1 4 billion and $1 9 

billion; the actual charged amounts in FY 2022 were 

$1 6 billion and $2 3 billion, due to the impact of 

inflation on current and projected benefit payouts The 

FY 2023 IFP projects FERS and CSRS amortization 

expenses to be $1 9 billion and $3 1 billion, 

respectively 

GAAP requires the Postal Service to record its 

September 30, 2022, workers’ compensation liability 

based on the prevailing interest rates on that date 

The adjustment is a function of events taking place in 

the economy and outside the organization’s control 

The Postal Service does not plan for this adjustment 

in its IFP, and therefore assumes no change in relevant 

discount rates, mortality rates, inflation rates, and 

other underlying determinants In FY 2022, the Postal 

Service recorded a $3 4 billion net non-cash workers’ 

compensation expense 

Reference the FY 2022–FY 2023 Targets and FY 2019–FY 

2022 Actuals for Corporate-wide Performance Outcomes 

table on page 33 for historical performance. 
50 United States Postal Service — FY 2022 Annual Report to Congress

Measures of Productivity11

Total Factor Productivity (TFP) measures how efficiently 

the organization uses its resources An increase in 

TFP indicates that the ratio of work completed to the 

resources used is increasing, and the organization is 

operating more efficiently Work completed depends 

on three primary components: the number of delivery 

points, mail volume weighted by product type, and 

miscellaneous output (such as other services the 

organization provides, including passport services) 

Labor productivity measures the efficiency of labor An 

increase in the labor productivity index indicates that 

more workload is being handled per unit of labor A 

decrease in labor productivity indicates labor is less 

efficient in workload generated per unit of labor In FY 

2022, labor productivity decreased 1 7 percent 

TFP had increased significantly between FY 2009 and 

FY 2015 but began declining in FY 2016 Following 

a 0 7 percent increase in FY 2021, TFP declined 

0 9 percent in FY 2022 The decrease can largely 

be attributed to a decrease in labor productivity as 

we focused on stabilizing our operations to drive 

operational precision as part of the Delivering for 

America plan The price of labor input increased 6 5 

percent from FY 2021 Additionally, the price of capital 

decreased 11 3 percent from FY 2021, and the price of 

materials increased 14 6 percent from FY 2021 Since 

labor accounts for a substantial percentage of total 

input, the price of labor has the greatest effect on TFP 

Postal inflation, which is the difference between the 

change in the price of resource usage and the change 

in TFP, was 8 2 percent 

For both TFP and labor productivity, resource usage 

is based on the constant dollar amounts of labor, 

capital, and materials used Because some productivity 

improvements take years for the effects to be realized, 

it is more informative to consider changes in TFP and 

labor productivity over a period of years, rather than 

year-to-year 

The following chart12 shows the cumulative percent 

change in TFP and labor productivity each year relative 

to the index year (FY 1971) since FY 2007 

Total Factor Productivity and Labor Productivity, Percent Change by Year Relative to Base Year (FY 1971)

 

11 FY 2022 TFP and Labor Productivity is preliminary until the CRA report is released in early 2023.

12 FY 2020 TFP and labor productivity were recast after the final Cost and Revenue Analysis (CRA) was issued in Feb. 2021.
FY 2022 Annual Report to Congress — United States Postal Service 51
52 United States Postal Service — FY 2022 Annual Report to Congress

Strategic Initiatives

The Postal Service established strategic goals as 

described in the Delivering for America plan To help 

achieve these goals, the organization has implemented 

a portfolio of strategic initiatives and a rigorous portfolio 

management process This process is based on wellestablished methods to apply strategic and financial 

rigor to decision making and navigate significant 

organizational changes 

Each strategic initiative has a specific set of measures 

to track performance against desired Delivering for 

America outcomes The Postal Service continuously 

refines the initiatives within the portfolio based on 

performance achieved to date, market conditions, 

feedback from customers and the PRC, and input from 

employees 

For more information regarding the Delivering for 

America initiatives and the progress of the Delivering 

for America plan, visit about.usps.com/what/strategicplans/delivering-for-america 

The following table shows how the strategic initiatives 

implemented in FY 2022 and planned for FY 2023 align 

to the corporate-wide performance outcomes 
FY 2022 Annual Report to Congress — United States Postal Service 53

FY 2022 and FY 2023 Strategic Initiatives Matrix

FY 2022 DFA 

Strategic 

Initiatives

FY 2022 Corporate Outcomes Supported

Change from 

FY 2022 to FY 

2023

FY 2023 DFA 

Strategic 

Initiatives

FY 2023 Corporate Outcomes Supported

HighQuality 

Service

Excellent 

Customer 

Experience

Safe 

Workplace 

and 

Engaged 

Workforce

Financial 

Health

HighQuality 

Service

Excellent 

Customer 

Experience

Safe 

Workplace 

and 

Engaged 

Workforce

Financial 

Health

Strengthen 

value of mail 

and sustain 

public service 

mission

X X Refined

Strengthen 

value of mail 

and sustain 

public service 

mission

X X

Implement 

service 

standards

X X Refined

Implement 

service 

standards

X X

Innovate and 

launch USPS 

Connect

X X Refined

Innovate and 

launch USPS 

Connect

X X

Optimize 

surface and air 

transportation 

network

X X X Refined

Optimize 

surface and air 

transportation 

network

X X X

Modernize 

delivery vehicle 

fleet

X X Refined

Modernize 

delivery vehicle 

fleet

X X

Implement 

best-in-class 

processing 

operations

X X Refined

Implement 

best-in-class 

processing 

operations

X X

Implement 

best-in-class 

delivery 

operations 

X X X X Refined

Implement 

best-in-class 

delivery 

operations 

X X X X

Modernize retail 

Post Offices X X X Refined Modernize retail 

Post Offices X X X

Stabilize and 

empower 

workforce

X Refined

Stabilize and 

empower 

workforce

X

Align 

organizational 

structure

X Refined

Align 

organizational 

structure

X

Implement a 

more rational 

pricing 

approach

X Refined

Implement a 

more rational 

pricing 

approach

X

Support 

legislative and 

administrative 

actions 

X Refined

Support 

legislative and 

administrative 

actions 

X

Note: The strategic initiatives identified in the Delivering for America plan are subject to change by the USPS Board of Governors as changes in strategy become necessary or 

business conditions warrant.
54 United States Postal Service — FY 2022 Annual Report to Congress

Additional Information

For more information on Postal Service products and 

services visit usps.com.

For additional information on USPS strategies, 

programs, and policies, visit about.usps.com.

Trademarks

The eagle logo, the trade dress of USPS packaging, 

the letter carrier uniform, trade dress of the round top 

collection box and the postal truck, and the following 

word marks are among the many trademarks owned 

by the United States Postal Service®: Certified Mail®, 

Click-N-Ship®, First-ClassTM, First-Class Mail®, FirstClass Package®, Forever®, Global Express Guaranteed®, 

Informed Delivery®, Informed Visibility®, Parcel Select®, 

PO BoxTM, Post Office®, Postal Pulse®, Postal ServiceTM, 

Priority Mail®, Priority Mail Express®, Priority Mail Express 

International®, Priority Mail International®, Putting our 

Stamp on a Greener TomorrowTM, Standard Mail®, 

Standard PostTM, The EagleTM, United States Postal 

Inspection Service®, United States Postal Service®, U S 

Mail®, U S Postal Service®, USPS®, USPS BlueEarth®, 

USPS ConnectTM, USPS Marketing Mail®, USPS Retail 

Ground®, USPS Tracking®, usps.com®, Village Post 

OfficeTM, and ZIP CodeTM 

Year References

Unless otherwise noted, all references to a specific year 

or “the year” refer to the Postal Service fiscal year ending 

September 30 However, specific month and year 

references pertain to the calendar dates