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Annual Report

Outlook for 2009/10

Letter business

Hongkong Post's plans for the coming year include the following initiatives:

Capture more e-Post business by upgrading its facilities.
Provide an on-line facility for customers to access the Hongkong Post Circular Service and check past transaction records. The feasibility of building upon this electronic platform to implement other improvement initiatives such as an opt-out mechanism will also be explored.
Foster business partnerships with relevant organisations as part of our development of the direct mail market.
Work closely with China Post to extend the cross-border direct mail service to more major Mainland cities.

International mail business

Facilitate cross-border e-commerce by providing Internet merchants with one-stop shop, logistics support and global delivery solutions.
Consolidate Hong Kong's position as an Asia Pacific transit hub.

Retail and Logistics business

Continue to expand the service outlets for electronic remittances, thus improving the service network.
Enhance our logistics infrastructure by upgrading the Warehousing Management System.
Enable ShopThruPost customers to trace their orders more conveniently by linking them to our Mail Track and Trace System.

Instituting a culture of "lean management"

Improving productivity, efficiency and quality of service has been an ongoing initiative for Hongkong Post. Over the past year, the Productivity Quality Management System (PQMS) has continued to be implemented at our mail sorting centres, taking advantage of the introduction of a new mail workflow alongside our new Mechanised Letter Sorting System (MLSS). PQMS includes a number of "lean management" concepts, such as waste minimisation and "Just- In-Time". The system has been successful in simplifying the work environment, improving efficiency and reinforcing good mail processing work practices. It has also given rise to a number of other benefits, such as improving teamwork and boosting morale, creating clear work objectives and responsibilities amongst supervisors and staff, transforming improvement concepts into workable plans and, generally, helping create a staff culture of continuous improvement.

We are committed to extending the PQMS programme in the years to come into other areas of our operations, such as counter service and mail delivery, so as to foster a "lean management" culture. In the meantime, we are continuing to offer staff a range of "lean management" training and learning opportunities, with the aim of maintaining a safe and efficient work environment at Hongkong Post and providing consistently high quality service to our customers.

We arranged workshops to promote the culture of "lean management".

Supervisory officers visited the Toyota factory in Guangzhou to
see its production system in operation.

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