Continuing to simplify our operating model

I wanted to share an update on how we’re progressing with the simplification of the operating model for our support teams. Over the coming days, our senior leaders (those who report directly to an EGM) will confirm their own leadership team structures. This is the next step in streamlining our model, so we can put ourselves in the best position to deliver our Post26 strategy.
 
It’s evident we’ve been facing into significant headwinds as a business for some time. To sustain the critical role we play in Australian communities, we need to modernise our business, which will require the support of our key stakeholders. The launch of the Federal Government’s discussion paper and community consultation last week, provides an opportunity for all Australians to let us know how we can best support them. You can find more information and have your say here .  
 
For our part though, we must focus on the things we can control – one of which is responsibly managing our cost base. In February, I committed to you that I would be transparent as we work through this process and so I will be upfront and say there is more change to come over the coming months. We need to keep working through our corporate support office structure in a considered way so that our teams are set up to deliver for our customers and communities.
 
Our new operating model puts accountability for the products and services we offer to customers, firmly with the Business Units led by Catriona and Gary, which ensures we design and deliver an end-to-end customer experience. As our BUs deliver against their Post26 priorities, they will rely on the critical platforms, services and expertise provided by our Operational Units and Support Functions to deliver for our customers.
 
I also wanted to share an update on the Post26 Office (P26O). The P260, led by Luke Knight, will act as a single touchpoint for how we prioritise, resource and deliver projects at Australia Post. By centralising this oversight in the P260 we can drive more consistency in the governance and delivery of projects to ensure we remain aligned to strategy, as well as within risk appetite and cost targets.
 
I appreciate this model is a change to the way we’ve operated in the past, however, as we’ve said before, the status quo is no longer an option. We need to work smarter and with stronger prioritisation to ensure the long-term sustainability of Australia Post. I know we can pull together as OneTeam to make this operating model a success.

 
Next steps and support

You’ll hear more from your EGMs and GMs over the coming days. In the meantime, you’ll find more information regarding our operating model here. This site is updated regularly and is the most accurate source of information for everyone.
 
I know change can be challenging, and we all experience it differently. Please continue to look after yourselves and your colleagues through this process, and importantly, let’s all be mindful of acting with respect and care.
 
You can always talk to your people leader if there’s something you’re uncertain about or you can contact our confidential Employee Assistance Program (EAP) on 1300 687 327 if you need additional support.  
 
While there is still some uncertainty for us to work through, I want us to focus on what we do know. With the consultation process now underway, our community will have a chance to have their say about the future of our historic business. Importantly, with our Post26 strategy, underpinned by Our AP Way, we’re putting ourselves in the best position to continue to deliver for our customers and communities for another 200 years.
 
Thank you for playing your part.
 
Be safe, be kind.
 
Paul