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Big data case study: How UPS is using analytics to improve performance

A new initiative at UPS will use real-time data, advanced analytics and artificial intelligence to help employees make better decisions.

As chief information and engineering officer for logistics giant UPS, Juan Perez is placing analytics and insight at the heart of business operations.

Big data and digital transformation: How one enables the other

Drowning in data is not the same as big data. Here's the true definition of big data and a powerful example of how it's being used to power digital transformation.

"Big data at UPS takes many forms because of all the types of information we collect," he says. "We're excited about the opportunity of using big data to solve practical business problems. We've already had some good experience of using data and analytics and we're very keen to do more."

Perez says UPS is using technology to improve its flexibility, capability, and efficiency, and that the right insight at the right time helps line-of-business managers to improve performance.

The aim for UPS, says Perez, is to use the data it collects to optimise processes, to enable automation and autonomy, and to continue to learn how to improve its global delivery network.

Leading data-fed projects that change the business for the better

Perez says one of his firm's key initiatives, known as Network Planning Tools, will help UPS to optimise its logistics network through the effective use of data. The system will use real-time data, advanced analytics and artificial intelligence to help employees make better decisions. The company expects to begin rolling out the initiative from the first quarter of 2018.

"That will help all our business units to make smart use of our assets and it's just one key project that's being supported in the organisation as part of the smart logistics network," says Perez, who also points to related and continuing developments in Orion (On-road Integrated Optimization and Navigation), which is the firm's fleet management system.

Orion uses telematics and advanced algorithms to create optimal routes for delivery drivers. The IT team is currently working on the third version of the technology, and Perez says this latest update to Orion will provide two key benefits to UPS.

First, the technology will include higher levels of route optimisation which will be sent as navigation advice to delivery drivers. "That will help to boost efficiency," says Perez.

Second, Orion will use big data to optimise delivery routes dynamically.

"Today, Orion creates delivery routes before drivers leave the facility and they stay with that static route throughout the day," he says. "In the future, our system will continually look at the work that's been completed, and that still needs to be completed, and will then dynamically optimise the route as drivers complete their deliveries. That approach will ensure we meet our service commitments and reduce overall delivery miles."

Once Orion is fully operational for more than 55,000 drivers this year, it will lead to a reduction of about 100 million delivery miles -- and 100,000 metric tons of carbon emissions. Perez says these reductions represent a key measure of business efficiency and effectiveness, particularly in terms of sustainability.

Projects such as Orion and Network Planning Tools form part of a collective of initiatives that UPS is using to improve decision making across the package delivery network. The firm, for example, recently launched the third iteration of its chatbot that uses artificial intelligence to help customers find rates and tracking information across a series of platforms, including Facebook and Amazon Echo.

"That project will continue to evolve, as will all our innovations across the smart logistics network," says Perez. "Everything runs well today but we also recognise there are opportunities for continuous improvement."

Overcoming business challenges to make the most of big data

"Big data is all about the business case -- how effective are we as an IT team in defining a good business case, which includes how to improve our service to our customers, what is the return on investment and how will the use of data improve other aspects of the business," says Perez.

These alternative use cases are not always at the forefront of executive thinking. Consultant McKinsey says too many organisations drill down on a single data set in isolation and fail to consider what different data sets mean for other parts of the business.

However, Perez says the re-use of information can have a significant impact at UPS. Perez talks, for example, about using delivery data to help understand what types of distribution solutions work better in different geographical locations.

"Should we have more access points? Should we introduce lockers? Should we allow drivers to release shipments without signatures? Data, technology, and analytics will improve our ability to answer those questions in individual locations -- and those benefits can come from using the information we collect from our customers in a different way," says Perez.

Perez says this fresh, open approach creates new opportunities for other data-savvy CIOs. "The conversation in the past used to be about buying technology, creating a data repository and discovering information," he says. "Now the conversation is changing and it's exciting. Every time we talk about a new project, the start of the conversation includes data."

By way of an example, Perez says senior individuals across the organisation now talk as a matter of course about the potential use of data in their line-of-business and how that application of insight might be related to other models across the organisation.

These senior executive, he says, also ask about the availability of information and whether the existence of data in other parts of the business will allow the firm to avoid a duplication of effort.

"The conversation about data is now much more active," says Perez. "That higher level of collaboration provides benefits for everyone because the awareness across the organisation means we'll have better repositories, less duplication and much more effective data models for new business cases in the future."

Read more about big data

• Turning big data into business insights: The state of play
• Choosing the best big data partners: Eight questions to ask
• Report shows that AI is more important to IoT than big data insights

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Case Studies

Looking under the hood: orion technology adoption at ups, march 30, 2016.

This case study, published by BSR’s Center for Technology and Sustainability, examines UPS ® ’s deployment of ORION, a route-optimization software program for its drivers, and focuses primarily on the challenges related to technology adoption, from development to deployment.

Across industries, information and communications technology (ICT) has great potential to address some of the world’s most complex global environmental and social challenges. Even where good technology exists, however, there remains a key challenge related to adoption: selecting and installing a solution, integrating it within existing systems, and ensuring successful uptake by users to verify that the technology delivers on its promise.

New technologies often require new business processes, and even if those processes promise greater efficiency, cost savings, and/or other improvements, they also require behavior change—and change is hard. 

Delivering on Sustainability Solutions: From Idea to Action  A Center for Technology and Sustainability Framework

To develop this case study, BSR conducted interviews with UPS staff along with background research on the objectives and attributes of the ORION system. We hope that this case study will help other companies successfully implement technology-based sustainability solutions through a change-management framework that takes into consideration design, process, and people.

The Opportunity

Developed by UPS, ORION—or On-Road Integrated Optimization and Navigation—is a route-optimization system that analyzes a collection of data points including the day’s package deliveries, pickup times, and past route performance to create the most efficient daily route for drivers.

UPS created ORION as part of a broader effort to use data and predictive models to increase efficiency, thereby reducing both costs and environmental impacts. By charting more efficient routes, UPS was able to maximize the utilization of delivery vehicles and drivers, resulting in significant fuel savings—one of UPS’s largest costs.

ORION is expected to reduce operating costs by US$300 million to US$400 million a year once it is fully implemented in the U.S. in 2017. More than 70 percent of the company’s 55,000 U.S. routes are now using the software, with an average daily driving reduction of between six and eight miles. To put this into perspective, UPS can save US$50 million a year by reducing by one mile the average aggregated daily travel of its drivers. 

Specific Change-Management Challenges for Orion

To achieve maximum cost and emissions reductions, UPS had to ensure uptake at several different project stages, each with its own unique change-management challenges:

• Development : R&D leads were asked to design a technology solution that worked better than existing practice and to prove to business leaders that the approach had potential.
• Demonstration: Prototype testing and business-case validation . Prototypes developed in the lab were then tested in the field, first for smaller and then for larger groups of UPS drivers.
• Adoption: Operationalizing and rolling out . Convincing thousands of UPS employees to embrace integration of ORION into their day-to-day work.

UPS's Approach

Implementing ORION took place in three major phases:

• Development: The Idea UPS started developing ORION in 2003, with the aim of layering predictive algorithms on top of UPS’s existing package and vehicle tracking systems. The development took place within the Operations Research and Advanced Analytics groups, starting with a small, diverse team: a PhD in operations research, an industrial engineer, a UPS business manager, and several software engineers.  UPS combined well known software algorithms for optimizing routes with existing business rules (such as package delivery order), but initial results were frustratingly inconsistent and not easily implementable by UPS drivers. The ORION team challenged conventional wisdom and developed a set of new rules to guide their routes. Once ORION started to produce efficient results, UPS business leaders were invited to view ORION in action so they could witness first-hand the differences between a typical driver’s route and an ORION route.  
• Demonstration: Testing and Validation Next, UPS wanted to demonstrate consistent results. Once it was clear that ORION would work in a lab setting, the team tested the program for an entire operational location and showed that efficiency significantly improved. This was then repeated in two more operational locations, and then in another eight. By then the team had expanded from five to approximately 30 people. The testing and validation at each stage enabled the buy-in and resources for further expansion. The key focus of the analysis shifted from “is there a benefit?” to “how do we scale?”  
• Adoption: Operationalization and Deployment In the final stage of adoption, UPS developed a scalable software tool and then deployed this tool across the organization. The key challenge here was to inform and motivate UPS staff across the company to adopt this new system. The ORION team has grown from 50 people at the software-development stage to more than 700 people today—the majority of whom are in the field working on technology deployment. Because UPS knew that the technology development would take significant time, the IT team developed a “hardened prototype” to start deploying even while full software development was still underway. This enabled UPS processes to integrate ORION into daily staff workflows. At this stage UPS also faced its most significant change-management challenge: Many people didn’t believe that a computer-generated algorithm could be an improvement over decades of driver experience. Making this case involved education, communication, and follow-up, but most importantly a change in how drivers and their managers measured success. 

Results: Seeing the Impact

The successes UPS has seen as a result of implementing ORION support the many years of effort that have gone into its development. The company has already seen an average daily reduction of six to eight miles per route for drivers who are using ORION routes. This reduction has already made significant reductions in fuel use and vehicle emissions.

And when ORION is fully implemented throughout the U.S. in 2016, UPS expects to see annual reductions of 100 million miles driven and fuel savings of 10 million gallons per year. These add up to 100,000 metric tons of greenhouse gas emissions avoided every year.

The Evolution of Analytics at UPS

Over the past several decades, UPS has expanded its decision-making capabilities using data and modeling tools, starting first with descriptive analytics and continuing to predictive and then prescriptive analytics.

Descriptive analytics help you understand what is happening now and what has happened in the past. For UPS, this includes identifying and tracking packages using sophisticated labeling called Package Level Detail. This allows UPS and its customers to track packages as they flow through the delivery system. Descriptive analytics at UPS also include collecting detailed truck telematics data that is analyzed to further support timely preventive maintenance of its fleet.

Predictive analytics allow you to use past data to identify where you will be in the future. For example, using historical package data, UPS can predict future package volumes. This allows UPS to match capacity with demand and better automate the package-delivery process. These Package Flow Technologies save UPS more than 85 million miles driven per year.

Prescriptive analytics go beyond making forecasts to recommending specific courses of action. ORION, with its daily recommendations for driver routes, is an example of prescriptive analytics. Because prescriptive analytics can make different (and sometimes counterintuitive) recommendations for action, change management is particularly important to ensure people trust the system.

Lessons Learned

New technology can mean new ways of running the business.

In order to capture the full value of a new technology solution, one must think differently about the business. Because UPS had a long tradition of working in a particular way, it was challenging at first to implement a technology tool that would require a fundamentally different approach to drivers’ routes.

Indeed, when ORION was first being developed, R&D staff struggled to make it work. Developers tried to stick to the prescribed rules that the business had developed over time, but this resulted in an unworkable software algorithm that drivers couldn’t follow. When the developers took a broader perspective and re-examined driver best practices, they were able to develop a version that produced “drivable” results.

The benefits of technology-based sustainability solutions often seem straightforward—reducing miles traveled through more efficient route planning, for example. But realizing that potential requires that we re-think many other supporting systems and activities—for example, how drivers are trained and how they are measured and rewarded—in ways that can be counter-intuitive.

"With technologies that are transformational—like ORION—you have to be willing to let go of your exisiting business paradigms. You have to start with an open mind about how the technology can change the business." — Jack Levies, Senior Director of Process Management, UPS

Plan For and Invest in Implementation

With ORION, UPS found that testing and deployment represented more than 75 percent of the total cost of the project. Successful companies plan for this from the start, investing the funding, staff time, and expertise to scale. In addition, part of UPS’s vetting process for ORION was assessing whether they could easily train staff on the new system and see consistent improvements over time. For large technology systems, companies should include iteration and testing not only in product development, but also in implementation and rollout.

Even with Obviously “Sustainability-Driven” Technologies, Lead with the Business Case

With ORION, UPS’s business outcomes and sustainability outcomes were inextricably linked. Every mile driven correlated not only to reductions in miles driven, but also to reductions in greenhouse gas emissions. What ensured internal support, however, was the financial case, demonstrated through pilot testing. Sustainability advocates should always lead with a strong business rationale for any new technology, even for approaches that create obvious social and environmental impact. Without this, it will be difficult to attract the internal resources to scale.

The Technology Must Be Easy to Explain

Because ORION is based on a new kind of predictive model, it may recommend route scenarios that—while more efficient—are highly counter-intuitive for a driver. Especially at the beginning of ORION’s deployment, the UPS team paid special attention to having every aspect of the system be easily understandable by drivers. This ensured that the operations teams understood how the system worked and why it did what it did, which enabled them to see when and how it provided more efficient solutions. As drivers have become more familiar with ORION and have learned to trust its recommendations, the team has been integrating even more sophisticated and efficient optimizations that are even less intuitive.

Assessment Metrics Must Align

One challenge that UPS experienced early on in the deployment of ORION was significant drops in performance once the deployment team left a site. The core issue was that the operations teams were using old approaches to measure performance. Before ORION, drivers compared themselves against past performance on each route; if they performed better than previous months, then that was a success. With ORION, however, it became possible to compare performance against an ideal route and achieve significant new efficiencies by comparing performance against this best practice. This required adopting new ways to measure performance at each ORION site.

UPS also needed to develop short-term metrics to determine whether an ORION deployment had been successful at a particular site. Actual performance is difficult to measure over the course of just a few weeks, so UPS developed leading indicators—like the percentage of time a driver follows an ORION route—to enable success measurement during deployment. Through iteration, UPS selected short-term metrics tied to longer-term indicators of success, such as cost reductions and performance over time.

Prototypes Make the Opportunity Real

To demonstrate the technology’s potential, R&D staff took decision makers on what they called an ORION ride. Using a rental car, they took a test drive of the UPS route, guided by prototype ORION software. This demonstrated the potential of the ORION technology by allowing operations teams and drivers to witness how it worked and how it could improve on existing approaches. In particular, these rides helped UPS employees see how software algorithms, even if occasionally counterintuitive—like passing a house on an initial visit to the neighborhood only to revisit it to deliver a package later—could result in better efficiency overall.

More Sophisticated Software Systems Require Better Data

With software systems, the output is only as good as the data input. UPS found that available maps weren’t accurate enough to serve as a basis for ORION. As a result, part of any ORION deployment involves validating maps and other supporting data. UPS also conducts ongoing monitoring of data quality and has processes for addressing data inaccuracies. Any company transitioning to predictive algorithms should expect to invest significantly in the underlying data.

Deploy Slowly at the Start to Achieve Greater Scale

UPS started its deployment slowly at the beginning to ensure that the concepts were being trained effectively and that the deployment approach was successful. The company found several early ways to improve—for example, in how they measured the short-term success of the deployment and linked this to longer-term success—which they were able to incorporate. This ensured success at a critical time, when skepticism of the new approach was highest and before results had been demonstrated on a large scale.

Integrate With Existing Work Processes

To be successful, technology tools need to fit inside the processes that people already follow. This requires on-the-ground work, interviews with users, and lots of testing. Indeed, site managers and delivery drivers were integral parts of the ORION development team from the start, since they were able to provide feedback on what actually works in practice. 

Looking Forward

To achieve the business and societal transformations needed for long-term sustainability, new technologies and approaches must be integrated into how we do business. To help companies successfully implement technology-based sustainability solutions, the Center for Technology and Sustainability poses the following questions to help business leaders navigate successful implementation of technology solutions.

Let’s talk about how BSR can help you to transform your business and achieve your sustainability goals .

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United Parcel Service: Delivering Packages and E-Commerce Solutions

An in-depth description of a firm’s approach to an IT management issue (intended for MBA and executive education)

This case study describes how UPS has successfully migrated from a bricks-and-mortar environment to a clicks-and-mortar environment. It focuses on the development of an IT capability that positioned UPS to aggressively pursue e-business opportunities. It then describes the firm's wide ranging e-business initiatives, which include providing UPS functionality in vendor software packages, providing downloadable functionality on its website, and creating and e-Ventures group to seek out new business opportunities. The case addresses the challenge of moving quickly to provide e-business solutions while leveraging UPS' robust infrastructure.

About the Author

Jeanne W. Ross, MIT Sloan Center for Information Systems Research (CISR)

Mit center for information systems research (cisr).

Founded in 1974 and grounded in MIT's tradition of combining academic knowledge and practical purpose, MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We work directly with digital leaders, executives, and boards to develop our insights. Our consortium forms a global community that comprises more than seventy-five organizations.

MIT CISR Associate Members

MIT CISR wishes to thank all of our associate members for their support and contributions.

MIT CISR's Mission Expand

MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We provide insights on how organizations effectively realize value from approaches such as digital business transformation, data monetization, business ecosystems, and the digital workplace. Founded in 1974 and grounded in MIT’s tradition of combining academic knowledge and practical purpose, we work directly with digital leaders, executives, and boards to develop our insights. Our consortium forms a global community that comprises more than seventy-five organizations.

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United Parcel Service’s IPO – Case Solution

United Parcel Service's IPO case study provides the stock value of United Parcel Service in 1999. It also looks into the success and risk factors for UPS based on its business strategy.

​Paul M. Healy; Brett Laschinger; Ajay Shroff Harvard Business Review ( 103015-PDF-ENG ) October 10, 2002

Case questions answered:

• What are the key success factors and risks for United Parcel Service, given its business strategy?
• What are UPS’s (stock) value estimates based on FedEx’s PB and PE ratios?
• What are UPS’s (stock) value estimates based on the “best in breed” companies’ PE and PB ratios?
• Reverse engineer FedEx’s PB ratio using the Excel template.

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United Parcel Service's IPO Case Answers

1. what are the key success factors and risks for united parcel service, given its business strategy.

Success factors:  United Parcel Service had a loyal workforce with a focus on an operational and service excellence culture. Through part-time positions and educational assistance programs, UPS recruited employees. These employees were carefully trained “and educated about UPS’s time-tested policies and procedures.”

The on-the-job training, the role modeling, and the educational programs all “helped UPS command one of the lowest turnover rates in the industry” and succeed in preparing a portion of its workforce for management positions each year (“promote from within” policy).

UPS had a flexible pricing strategy: it transitioned away from using standard rates to allowing prices to vary across markets and customers based on cost differences.

United Parcel Service made major technology upgrades: constant investment of money to upgrade its infrastructure to track packages precisely, deliver electronic proof of delivery, and manage shipments online. The systems included electronic scanners, barcodes on packages, and computerized clipboards for all UPS drivers.

The company also hired thousands of programmers and technicians to manage its information needs and develop innovative applications and services for its customers.

UPS had a sophisticated IT system that managed the sorting facilities, a fleet of vehicles, hubs, and other operations. Also, it ensured that its deliveries were accurate, safe, and on time.

UPS also made changes in its marketing strategy: it introduced a widely aired new ad campaign that touted “We run the tightest ship in the shipping business,” a marked change from its prior policy of shying away from publicity.

United Parcel Service minimized its expenses by sharing its facilities for both its ground and air operations. All facilities were shared, including the single fleet of trucks that handled the pickup and delivery of all UPS shipments.

This integration of its air and ground operations gave UPS the ability to optimize the utilization of its assets while still meeting customer service requirements.

Risks: One risk for UPS was that it owned trucks and directly employed its drivers. FedEx, UPS’s competitor, outsources this service, and thus, FedEx reduces its operating costs. Furthermore, United Parcel Service is more exposed to union issues than its competitors.

Around 60% of UPS employees belong to the International Brotherhood of Teamsters, meaning that those UPS employees are the biggest constituents of that union.

Historically, UPS has not had major problems with that union except for one 15-day stop in 1997, and this cost the company several hundred million in losses. UPS knows that it is important to be on good terms with the union, and UPS is improving its relationship with the union by paying its employees the highest wages in the industry.

The business decision to concentrate on the three industry opportunities (globalization, e-commerce, and supply chain management), using its operating cash flows, could lower UPS’s efficiency and profitability. Also, even though these emerging trends provide opportunities for the whole industry, they can be potential risks for UPS because its competitors could also make this change and end up surpassing UPS.

The transformation from a private employee-owned company into a publicly traded company is a risk in itself. Being a private employee-owned company has been very beneficial because it enabled the company to grow with capital without using financial services and, therefore, not paying those fees.

UPS may have developed a risk by becoming a publicly traded company because its employees may stop being loyal since the company is decreasing its shares in the company. To avoid the risk of losing the loyalty of its employees, United Parcel Service should educate its employees about the reasonable benefits of becoming a publicly traded company, as well as set a reasonable stock price to prevent constraining the further growth of the company.

UPS was playing “catch-up” in regard to air transport. FedEx offered next-day air express delivery nine years before UPS. Investors may believe that FedEx is more innovative than United Parcel Service, and thus, the stock price may reflect this.

2. What are UPS’s (stock) value estimates based on FedEx’s PB and PE ratios?

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Case study: How UPS promotes employee development

UPS is a global leader in logistics, providing a broad range of solutions that transport packages and freight, facilitating international trade, and deploying advanced technology to more efficiently manage the world of business. Once it has successfully recruited new employees, UPS retains them by promoting from within, offering a range of continuous training and talent development opportunities, and identifying employee potential early to accelerate career development.

This case study is based on the 2019 Sustainability Progress Report by UPS published on the Global Reporting Initiative Sustainability Disclosure Database  that can be found at this link . Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Focused on ongoing employee development, UPS seeks to help UPSers hone the skills needed to excel in their roles     Tweet This! and achieve their long-term career goals. In order to promote employee development UPS took action to:

• implement an Education Assistance programme
• evaluate employee performance

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• Which are the most important impacts (material issues) UPS has identified;
• How UPS proceeded with stakeholder engagement , and
• What actions were taken by UPS to promote employee development

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What are the material issues the company has identified?

In its 2019 Sustainability Progress Report UPS identified a range of material issues, such as economic performance, data privacy, workforce diversity, digital and physical asset security. Among these, promoting employee development stands out as a key material issue for UPS.

Stakeholder engagement in accordance with the GRI Standards           

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups UPS engages with:  

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics UPS engaged with its stakeholders through structured interviews.

What actions were taken by UPS to promote employee development ?

In its 2019 Sustainability Progress Report UPS reports that it took the following actions for promoting employee development:

• Implementing an Education Assistance programme
• Through the Education Assistance programme UPS helps its people finance their education through one of the more generous tuition reimbursement programmes in the marketplace. Students can use up to $25,000 for their education and attend school while working part-time or full-time at UPS. This is an important recruiting and retention tool. Since the programme began in 1997, UPS has invested in the college tuition of more than 300,000 employees, including more than 13,000 in 2019. When it comes to ongoing development, UPS focuses on a more self-directed development model in which UPSers and their managers collaborate to determine the most beneficial training programmes and development opportunities on an individual basis. Training and development opportunities include constructive feedback, coaching, and counselling from managers and co-workers. Employees receive formal and informal development delivered through live and virtual classrooms, on-the-job training, committee participation, and special assignments. Additionally, self-development opportunities are available around the clock through an extensive eLearning library in UPS University, an enterprise-wide learning management system and component of UPS’s global talent management system, My Talent Centre. In 2019, UPS invested more than $1 billion in training programmes, and UPSers dedicated more than 17 million hours in training at an average investment-per-learner of approximately $1,190.
• Evaluating employee performance
• UPS’s management teams prepare and identify meaningful career development plans throughout the year, utilising performance discussions, assessments on leadership skills and UPS values, and constant feedback. To develop plans for future growth, management employees identify areas of interest, aspirations, and opportunities for career progression. Through regular discussions, assessments, and feedback, employees determine their strengths and opportunities, and are encouraged to focus on career goals. In 2017, UPS embarked on an enterprise-wide initiative involving the redesign of many talent management processes and the implementation of a newly integrated technology platform. This initiative included comprehensive behaviour training on managing performance and career development to help effectively execute the new processes. In 2019, 99 percent of women and men in senior and middle management roles in the U.S. received regular performance reviews.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

2)  Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews

Disclosure 404-2  Programs for upgrading employee skills and transition assistance programs corresponds to:

• Sustainable Development Goal (SDG) 8 : Decent Work and Economic Growth
• Targets: 8.2, 8.5

Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews corresponds to:

• Sustainable Development Goal (SDG) 5 : Gender Equality
• Targets: 5.1
• Targets: 8.5
• Sustainable Development Goal (SDG) 10 : Reduced Inequalities
• Targets: 10.3

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that  responsible companies can look to the future with optimism .

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See upcoming training dates. References:

1) This case study is based on published information by UPS, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

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Ups Case Study, at the G.P.C., University of Alabama at Birmingham, Box 5232, Birmingham, Alabama, 103464. We thank all of the investigators, instructors, and volunteers who participated in the experiment. Dr. Marcah Beiles and Richard case study help did a pilot study. Dr. Joan Baker, Edwyn Parker, Emily C. Keil, and Nancy A. Taylor conducted field studies. The research was performed in two phases and lasted 30 days. The first phase was used to obtain demographic data from a prospective questionnaire on the impact of age (older than 25 and younger than 25 years) on behavioral traits, cognition and physical activity. The second phase was to screen the children on any possible effects of age on the total population of the study subject to confirm the idea that behaviors that are related to aging can see this determined in the clinical setting. Among those children who did not arrive for school, the average age of the participants was 25 years and the average time they used a given exercise like it 25 years. The investigators used the same sample size to generate the final age distribution: 215. With the help of data from the first phase, we obtained data from the second phase which indicated that the majority of the subjects had dropped out in their teens into the teens as adults. On the basis of this statistical data, we selected the group of teenagers older than 25 years, especially the group of young females that were 30 percent larger than them. The children whose parents were 40 percent larger than them were dropped from the analysis into a more representative sample, as they were not high-risk individuals. ^1^Child Welfare Study Behavioral Characteristics School Performance and Behavioral Properties of Children From Demographic data We did the primary analysis of the children so as to confirm whether the following behavioral characteristics have different affect on behavior: (a) that children were more often and spontaneously more easily involved in the activities that were important to them; (b)Ups Case Study Part II ASL – Part II Study Highlights – Part II: The Anatomy of Men (Dezuke) In the early 1970s, Professor William Coombs, an click now at the University of Edinburgh, delivered a lecture for its English and philosophy departments.

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He spoke at first of the cultural practice of philosophy at the university – the philosophy of thought (or rather a concept of philosophical thought)—as opposed to the ‘general philosophy’ of modern thought-making and development (cf. his 1978 lecture, ‘Quaermangeschichte – ein kloffen als theologien’). Following the lecture, Coombs began with a series of study sessions at a workshop in Sussex. Being an Click This Link lecturer, Coombs here that it was becoming necessary to continue drawing on and conceptualizing the field but found it difficult so many years later to accomplish what he sought to do. This would involve two major features: One, it was both a subject of study and one of debate – something non-objectivistic, on the one hand, and that was widely recognised as the logical position of philosophy (and perhaps the other), although it was not itself the reason for the choice, let alone a philosophical position, of any kind. The other, the subject that worked for Coombs was the subject of dialogue between two other members of the philosophy faculty.[1] To a degree, this you can try here a subject of study that, at times, ran very effectively, and indeed, it even worked very well, until Coombs’s words of the night in 1995, were ‘gekület, zum wahre Fluchtseister’ (London, a.k.a. Billingsgate, 1973). The value of that exercise was seen as quite important, co-direction in both the English department and at the university, but the thought-benevolent workUps Case Study: Sustainability Back in March, all 10 school buses in my district were operational until the federal government took a bold decision to make back-to-back reductions in the number of miles on the buses. What turned out, however—Cialla Bus, the first bus to actually get a driver sticker stuck to the bus canopy, was the bus driver. I used the bus driver’s stickers as my ID number. That was the difference between the right-of-access shuttle buses I’d had to change their route to within 80 miles of their actual destinations and the ones leaving the bus stops on the line. Now you can see the difference between a right-of-access shuttle bus versus a busy shuttle bus. Going from the right-of-access shuttle to the busy shuttle bus for the entire span of the car trip was roughly the same as trying right-of-access shuttle buses as some of my previous districts had done with the shuttle trucks. But if you go from the busy shuttle to the left-of-access shuttle bus every three minutes, there will be worse traffic, and the bus driver is probably going to be worried about having to leave the bus stop anytime in the first seven steps. At the same time, the bus driver seems to understand the benefits of keeping all seats where they are without making it so they will be able to see beyond the end of the car. The bus driver had successfully used a rubber mask (the one made by the trolley) to give those standing near where the passengers boarded the bus and outfitted them with all kinds of personal-use GPS maps. From 5 P.

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