- Operating revenue of $16.5 billion is level with the same quarter last year
- Shipping and package revenue increase of 10.6 percent
- Productivity improvements continue, somewhat offsetting inflationary cost pressures
WASHINGTON — The U.S. Postal Service reported a net loss of $586 million for the third quarter of fiscal 2015 (April 1, 2015 — June 30, 2015), a reduction of $1.4 billion from the net loss of $2 billion for same period last year.
Operating revenue was $16.5 billion for the quarter, essentially unchanged from the same period last year. Due to the seasonality of its business, the Postal Service has historically experienced lower revenue during the third quarter of each year. A price increase impacting certain mail classes went into effect on May 31, 2015; however this was offset by declining mail volumes as First-Class Mail and Standard Mail volumes fell 2.6 percent and 2.1 percent, respectively, compared to the same period last year.
Shipping and package revenue and volume increased by 10.6 percent and 13.4 percent, respectively, from the same quarter last year.
“The continued growth of our shipping and package services is a direct result of the Postal Service’s continued efforts to offer consumers more choice, excellent value and reliable service in a growing and competitive marketplace,” said Postmaster General and Chief Executive Officer Megan Brennan. “We are investing in our network and continually enhancing our services to best compete for America’s shipping and package delivery business.”
Total controllable operating expenses increased by $256 million from the same quarter last year. This is the result of higher compensation costs primarily attributable to contractually-obligated salary escalations, increased benefits expenses and additional work hours associated with growth in the more labor-intensive shipping and package business.
Controllable loss in the third quarter was $197 million, compared to a controllable income of $10 million for the same period last year. However for the year-to-date period, the Postal Service has achieved a controllable net income of $1.2 billion. Controllable income or loss is defined as net income excluding retiree health benefits prefunding expense and expenses for interest rate and other non-cash workers’ compensation expense, which are factors largely outside of management’s control.
“The combination of growing package revenues and improved productivity gains were not sufficient to offset mail volume declines and inflationary pressure, largely due to contractual increases in operating expenses, including wages, benefits and transportation.” said Chief Financial Officer and Executive Vice President Joseph Corbett. “This underscores the need for a combination of continued sales growth, productivity gains and legislation to ensure the Postal Service can return to financial health and meet its public service obligations.”
Also notable is the Postal Regulatory Commission’s recent decision to allow the Postal Service to collect an additional $1.4 billion in revenue from the exigent surcharge that has been in effect since January 2014. This extension raises the amount that can be recovered through the exigent surcharge to $4.6 billion in revenue from the $3.2 billion originally authorized, allowing the Postal Service to continue collecting the surcharge until sometime in the middle of its 2016 fiscal year.
Selected Third Quarter Results of Operations Compared to Same Period Last Year
- Total mail volume of 36.8 billion pieces decreased by 738 million pieces from 37.5 billion pieces.
- Shipping and Package volume increased 13.4 percent.
- First-Class Mail and Standard Mail volume decreased by 2.6 percent and 2.1 percent, respectively.
- Operating revenue of $16.5 billion increased slightly.
- Operating expenses of $17.1 billion decreased by $1.3 billion or 7.2 percent.
- Controllable operating expenses of $16.7 billion increased by $256 million or 1.6 percent.
- Non-Controllable operating expenses of $389 million decreased by $1.6 billion or 80.2 percent
Complete financial results are available in the Form 10-Q, available at http://about.usps.com/who-we-are/financials/welcome.htm
How can you have 2 consecutive of profits minus the prefunding and then turning around and posting a loss with an increase in volume due to parcel growth…Maybe if we could see the details of our dealings with FedEx and UPS backroom deals ..everyone would realize..WE’RE CARRYING THEIR PKGS FOR FREE!!.
whats the difference…if they make 586 million ..or lose it??…seriously,whats the diff?means nothing.
I find this amazing. $586 million in 3rd quarter. almost 200 million a month. Pan American went bankrupt because it was losing a million a month over 36 months….36 million. maybe we could get an honest answer from Donald Trump on how this place is still in business? with 110,000 postal mismanagers no less!
Tough to swallow having great growth and losing money at same time. Appears need to lose some folks who can’t cut the mustard !
each side can spin numbers anyway they want to, and absolutely nothing will change…. we have been asking for reform for years, and here we are still asking for the same thing…. and the game continues
Every ones what the problem is. And every one knows what solution is. Just can’t seem to get congress and the President to wake up. Remember congress is the same organization that started a war over the “weapons of mass deception” . Congress doesn’t care about what is right or wrong, only what they can get away with! Congress should prefund their own health care. They should take some of their own medicine.
Until Contingent Liability is addresses properly the Postal Service will continue to struggle financially. The Leadership covers up fraud, waste, abuse, EEOC violations, and contract violations by their managers and PCES executives daily. Never do the fire them for their gross misconduct. Until Congress and the Senate focus on the cost of this service wide problem, they will not get to the root cause of the financial loss each quarter. An honest internal promotion process is flawed by managers selecting their unqualified friends instead of follow competitive promotion policies set by OPM standards.
In Birmingham they could cut down on waste by using those big boxes that are aupposed to be used at least 5 times only one time. It shouldn’t take a genius to compare how many they are using now compared to the past. They also work too much overtime!