You and PB Today

you and pb today 2Q 2012

The Official Publication of Pitney Bowes Employees

In this issue: Who’s Your Customer?

Innovation Diamond Award Winners Plus Much More

2Q 2012 contents 4

Innovation

8

Government Affairs

10 Diamond Awards 12 PBMS – Sweden 14 Who’s Your Customer?

17 Environmental Health & Safety

18 Community 20 GMS-UK Service Engineers 21 Executive Snapshot: Bill Mackrell

22 Executive Snapshot: Michelle Tierney

23 Executive Snapshot: Doug Gordon

24 pbSmart

Offers for Friends and Family ™

Vicki O’Meara, executive vice president and president, Pitney Bowes Services Solutions, recently received the 2012 Pamela L. Carter Award in InsideCounsel magazine’s Third Annual Transformative Leadership Awards.

The awards honor in-house counsel and law firm partners who have demonstrated a commitment to advancing the empowerment of women in corporate law. The Pamela L. Carter Award specifically recognizes a woman leader whose unyielding vision, core values and philosophy of using her achievements as inspiration are critical to her roadmap for success. Rose Velez-Smith, VP human resources, PB Services Solutions & NA HR Operations, commented, “I have worked with Vicki for the past 18 months and it has been extremely rewarding. The thing I like most about Vicki is her passion and courage. She has inspired me to think out of the box and to push for excellence while keeping things simple. She has been a great support to me as I have had increased responsibility.

Her coaching and guidance have been invaluable.” Jennifer Anderson, Senior Director marketing adds, “I have been very fortunate to work with Vicki over the past year. Her guidance, leadership, honesty and approach to business enables everyone in her organization to feel empowered and motivated. Her eye for talent and her ability to lead inspires me to be a better manager and leader. She is a great mentor and role model.”

“I am so grateful to the many incredible women leaders who I’ve had the pleasure of learning from and working with, and feel humbled and honored by this award,” said O’Meara. “This honor is consistent not only with my own values, but also with those of Pitney Bowes, where diversity and inclusion are longstanding tenets of the company culture.”

You and PB Today | 2Q 2012

Chairman’s Connection

We must take the time to step back and learn about the full breadth and depth of the PB offerings, no matter where you sit in the company.

Drinking Our Own Champagne We recently ran an IdeaNet challenge posing this question: “How do we ‘Drink Our Own Champagne’ when our customers ask ‘How are you using your own solutions?’ We need the answer.

In other words, how are we using our products, solutions or services within PB to connect with our customers and, if we are not, what are the barriers to doing so?

We had excellent participation with 114 total ideas submitted.

Here are a couple of examples where we are successfully leveraging our CCM solutions.

In the UK, GMS will be using EngageOne Liaison (PB Software) for the Purchase Power product to tailor online and mobile billing experiences. This self-service platform enables our customers to conveniently view and pay for their postage and office-related expenses as well as track their historical payments. Allowing our customers to pay how they want, when they want improves the customer experience and leads to increased revenue.

The DOC1 Suite (PB Software) is being used to generate release documents, product guides and license agreements in our software group. The tailored and localized documents are generated and sent with the software to our customers. This automated tool was built during a recent Hack Day held at PBS. Our internal communications group is using the pbSmart™ family of products to deliver and track communications.

At the recent Global Town Hall, pbSmart codes were used to capture and tabulate survey responses, and the weekly emails that are sent to employees will now be sent using pbSmart Connections.

You can read the full challenge results summary by visiting ideanet.pb.com.

So if we have the opportunity to use our own solutions and services internally, what are the barriers to doing this? One is that we sometimes don’t know what we have to offer. One of the actions from the challenge is an access and education program. You will be hearing more about the successes we have had in implementing our own solutions. Before you think about going “outside” for a solution, stop and ask yourself if PB has a product or service that will do the job. If you don’t know who to ask, then reach out to one of our product management or marketing folks to help answer that question.

We must take the time to step back and learn about the full breadth and depth of the PB offerings, no matter where you sit in the company.

Murray D. Martin Chairman, President and Chief Executive Officer

Pitney Bowes is in business to help connect our customers with their customers.

In order to tell our CCM story and illustrate that we are more than just mail, it is vital that we “walk the walk.” Our customers look to us to help them solve their problems, and we need to bring added value and experience to them to deliver results. We are a great company. Thank you for your support and I look forward to our continued journey.

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Innovation

What’s the Next Big Thing?

It Could Be a Little Thing Innovation and Keeping Out in Front of the Competition

“Take a look at the way you currently do things and ask yourself: ‘What else can I do?’ Are there ways to enhance the results, simplify the process, or make it more valuable to your customers? If you see something that needs to be done, do it.

Don’t be intimidated by the concept of innovation.” — Murray Martin

T

he “Drinking Our Own Champagne” IdeaNet challenge reminds us Pitney Bowes is a business built on innovation and entrepreneurship.

Our IdeaNet platform demonstrates not only our company’s commitment to innovation, but also the importance of individual initiative in developing ideas and suggestions that can translate into added value for our company and our customers.

In a competitive global economy and a business under pressure by new, unknown and potentially unforeseen challenges, how can Pitney Bowes stay out in front of the competition? If you ask Chairman and CEO Murray Martin, he’ll answer the question with a question: “Take a look at the way you currently do things and ask yourself: ‘What else can I do?’ Are there ways to enhance the results, simplify the process, or make it more valuable to your customers? If you see something that needs to be done, do it. Don’t be intimidated by the concept of innovation.”

As the following stories show, some big ideas start out small but require passion and commitment to achieve success. Thinking about the business and your customers can produce incremental improvements to everyday processes and products or innovations that transform an industry – both are important to our company’s success and future.

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Innovation

Zero in on Customer Opportunities: RADAR’s Heat Map In 2010, Guido Vanherberghen, then president of PBMS International (retired May 1, 2012), was quick to point out that he didn’t have all the answers. What he had was the critical question that Ed Stally gave rise to one of Pitney Bowes’ fastest-growing revenue segments: How could the business stop the revenue declines it was experiencing? He set up an IdeaNet challenge to empower his employees, including those on the front line, to capture their perspectives and identify opportunities. “There are some 1,500 employees in Europe who see firsthand what client operations are, and therefore are in a perfect position to see what can be done differently and what new services we could be offering.”

A number of ideas were submitted, including one called “follow the envelope” from UK Regional Operations Manager Helen Philbin, an approach to delve into client organizations, tracking the various processes PBMS typically performed stepby-step to identify new opportunities. This idea, combined with others and some creative thinking, gave Ed Stally a roadmap for a solution. As director of international client development, he canvassed the European organization, visiting sites to see what ad hoc services were being delivered. He had conference calls tracking who was selling what to whom, developing a catalog of offerings. It ran the gamut – from charging customers for office painting to additional mail services to managing the client’s station of business. “These were opportunities for incremental income, but they weren’t being fully leveraged or deployed uniformly,” says Ed. What resulted was a new sales program called RADAR. “The word RADAR translates into all languages and all our markets across Europe. It’s

also associated with ‘going underneath the radar’ or ‘using your radar’ to look for opportunities.” The program includes a color-coded “heat map,” which visually and immediately signals sales offerings at client sites and opportunities for greater penetration.

What makes this program truly unusual, however, is that for the first time, traditional (non-sales) employees are eligible for commission. “For every job employees bring in, they earn 3 percent with a maximum commission being $5,000,” notes Ed. This certainly engaged the workforce.

Training was key to RADAR’s success. “We were conscious that we were asking employees to do something that was outside their traditional jobs.” Classroom-led instruction with multilingual capabilities provided hands-on understanding of the program and our employees’ new opportunities.

Since being introduced, RADAR has produced nearly $10 million in revenue in Europe. The program was so successful that in 2011, it was also introduced in the US, where 9,000 employees are in similar clientfacing roles. Corporate Analyst Joseph Diaz helped transfer RADAR to the US. Within six months, all employees had been trained and US RADAR revenue had exceeded its 2011 target of $2.5 million, reaching $3.3 million at year-end. Europe is leveraging the (continued on page 6)

The heat map features four statuses, each represented with its own color: Red: The customer has not been approached.

Green: The customer has been sold or is in contract.

Yellow: The customer has been approached and there is the possibility of a sale.

Orange: The customer has been approached and said no.

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Innovation

Innovation (continued from page 5)

success of the initial program, introducing a similar approach to sell mid-size projects to clients.

Pradeep Das

Convenience, 2D Bar Codes, Mobile Cameras and a Long Weekend Some ideas come through IdeaNet challenges, but Pradeep Das will tell you that some ideas come when you least expect them. “You don’t have to be at work or in your office. Ideas come to you because you’re always thinking of ways to solve client problems or bring them greater convenience.”

He was at home enjoying a long Thanksgiving weekend back in 2003 when his then 9-year-old daughter asked him for help on a school project.

“When I told her she needed to figure it out for herself, she posed a different kind of challenge to me: Switch off the TV and figure out something yourself!”

It took nine years and countless meetings and many long nights and weekends of development for Pradeep to bring his idea to market. What was his Thanksgiving weekend idea? He built a prototype (what we call an APP today) that scanned 2D barcodes by leveraging the cell phone camera way before the market even conceived the idea.

But it would take nine years to realize his idea and deliver it to the market, which is another story of innovation – the one that tells of the slow hunch, the perseverance and critical support of a business partner to see an idea through, which finally happened on October 25, 2011.

Decades ago, Pradeep studied digital signal and image processing when he was in graduate school.

You and PB Today | 2Q 2012

Later, he worked for UPS doing research and development on mobile technology before joining Pitney Bowes in 2000. “Back in the 1990s it was the PC revolution and the Internet revolution. These days, it’s the mobile revolution.” His solution enables someone to scan a QR code, for instance in a doctor’s office, to learn more about a procedure, even suggesting alternative providers.

Pradeep’s early development earned him sessions with Pitney Bowes senior leaders. When Leslie Abi Karam saw his demo in 2004, she advised him to file a patent and urged the legal team to process it.

Even then, the idea lingered and wasn’t able to gain traction. He didn’t give up. “You need to have passion and live and breathe your idea,” says Pradeep.

In 2010, Pradeep was recognized with the Pitney Bowes Inventor of the Year award, but it was a chance encounter with Neil Rader on March 8, 2011, that made his idea a reality. “I didn’t work directly for Neil, but he was so ready to engage. I took the chance to show him the possibilities with a simple demo.” After eight years of incubation, in a matter of months, the idea became a product, complete with marketing, pricing, billing and training strategies, which Neil took on personally.

“Neil saw the potential and told me to go for it.

But he personally rolled up his sleeves to make it happen. I couldn’t have done it without him.” The product is part of the pbSmart™ offerings. Since October 11, there are 6,700 customers with some 50+ more coming on each day.

The Das-Rader partnership has turned its attention to a new solution that takes scanning to the next level by allowing customers to add NFC tags to the physical medium and helping them better position themselves on the mobile front. “Many companies have already been building solutions in this space.

However, this time we plan not only to participate but to lead the market in this space and employ it as a

Innovation

critical component in our customer communication management strategies.” This latest idea was hatched in February and is scheduled to be converted into an offering in the very near future.

“With the recent accelerated development of mobile offerings, we are proving that we too can be nimble when it comes to innovation and development in the new world of digital communications. pbSmart was a small but critical step in our transformation,” says Neil. “But we absolutely can’t rest now – we must ensure that this project becomes the inflection point for a new growth trajectory. I have seen an incredible level of excitement from our employees as we have broken old stereotypes and gained new customers – and this is only the beginning!”

What It All Comes Down To While each of these innovations followed decidedly different journeys, they have several things in common. First, it took individual initiative and courage. In the case of RADAR, Guido had the courage to pose the challenge; Helen, the willingness to share her suggestion, and Ed, the gumption to take the initiative to develop a comprehensive and practical solution. In Pradeep’s case, he followed a hunch and didn’t give up – no matter how many years it took. And it was Neil’s personal and hands-on commitment that made the concept a reality. Both ideas could only be realized when they were connected to marketing plans, training and thoughtful business execution. It can take a village to raise a child; it takes a team to deliver innovation. It may start with one person’s idea, but it takes others to realize its potential. You need to be willing to reach out for support. Finally, at their core, both these ideas were developed to help clients realize their goals. That’s the business Pitney Bowes is in.

Congratulations to the following individuals who had their ideas committed to action since the last time we updated! Thank you for engaging and innovating!

Allison Dahl, Amit Maheshwari, Anna Inman, Arthur Siegel (2), Barbara Neumann, Benjamin Semmes, Beth Jennings, Bruce McCready, Candice Herndon, Cecilia Fung, Charles Klein (2), Chetan Chandavarkar, Ciaran Pitchford, Craig Sussillo (4), Dakotah Voet, David Andrews (5), David Grodin, David Nassef, Deborah Kirk, Deidre Ross, Derek Mahlitz, Diana Deeg, Elizabeth Kirch, Elizabeth Koller, James Shirk, James Spencer, Jeff Kritzberg, Jennifer Pradis (2), Jeremy Canfield, John Dutkowsky, Joseph Petito, Kenise Edmondson, Larry Huff, Lisa Lochbaum (2), Lissa Law, Lori Schmidt, LoriLee Gayle Nelson, Mahensingh Gungah (2), Manish Krishan Agarwal, Marie-Madeleine Corniel, Marikki Koschmieder (2), Mark Stalzer, Matthew Tagliareni, Michael Finnegan, Michael Minotti, Michaelangelo Guerrera, Nicholas Adam, Nicole Boivin, Omar Deen, Oscar Vazquez, Pankaj Sachdeva, Paul Miller, Peter Manning, Preeti Kashyap (2), Rahul Gupta (2), Richard Cox, Robert Butterfield, Robert Lewis, Sabrina Miller, Sandra Ryan (2), Satish Kumar (2), Shellie D Shand, Ted Mitchell, Timothy Bird, Toni-Anne Westall, Traci Radcliffe, Valentine Skala, Walter Harris, Wesley Grant. # new ideas committed to action

The next time you have an idea, don’t be afraid to share it!

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Chairman’s Connection Government Affairs

The Business of Government In 1920, the Pitney Bowes Postage Meter Company was founded just one month after a simple Act of Congress authorized private companies to print mechanical stamps on First-Class Mail®, an innovation at the time that transformed communications. With this action, Pitney Bowes began a long history of working with government in some form or another, and today the Pitney Bowes Global Government and Regulatory Affairs unit monitors the actions of governments around the world to ensure that our company’s voice is heard during policy debates that could affect the communications industry and our business.

Two-Way Dialogue Under the guidance of Vicki O’Meara, executive vice president of PBMS & Governmental and Postal Affairs, and longtime Pitney Bowes executive Dave Nassef, a 13-person team provides a two-way communication channel between governments in the US and around the world and Pitney Bowes. The Government and Regulatory Affairs (GRA) group helps shape public policy and educates elected officials about our industry. Pitney Bowes is also very actively engaged with the US Postal Service in the development

You and PB Today | 2Q 2012

of rules, regulations and rates, and works with international posts to identify good-government policies that also support efficiencies in message and package transport across the world.

Not just externally focused, the GRA group is also actively helping our business units develop a more unified enterprise-level approach to working with government customers while providing early notice of changes in the government marketplace such as new revenue opportunities or threats to existing business operations.

Feet on the Ground While they aren’t able to be everywhere all the time, the fulltime GRA staff is also supported by an experienced team of external consulting and lobbying resources in Washington, D.C., and capitals around the country.

These outside experts help us to keep a closer eye on a number of key issues in critical markets and are an important part of what keeps PB out in front.

Though not official members of the GRA unit, all of the contributors to the Pitney Bowes PACs are also key players in the work our company does with

Chairman’s Government Connection Affairs

government. The staff in the Government Affairs department and members of the Pitney Bowes campaign finance advisory committee help to guide how PAC funds are distributed. The Pitney Bowes PAC supports candidates in US elections in a bipartisan way and specifically targets policymakers who are most likely to think and act in a way that is beneficial for our company’s future.

With an active US election year under way, it is more important than ever to make the right connections and build a network of government leaders who understand our business as it evolves into the future.

Who knows, this could be the year that government passes a law that helps Pitney Bowes drive communications innovation for the next 90 years. It’s happened before.

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Diamond Awards

Diamond Award Winners International Diversity and Inclusion Council Announces

By Velin Velkov

Three colleagues and two teams from Europe have received the coveted Diamond Awards for diversity and inclusion given annually by the company’s International Diversity and Inclusion Council.

The winners are: n Wendy Merry (UK) winner of the big prize – a weekend away for two

Jose Oliveira (Portugal) who wins the Diamond Award for the second time in a row

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Carlos Pereira (Portugal)

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As well as the following teams: Team PBMS at Citibank in London Doreen Chrapala, John McCaig, Keith Alleeson, Casey Jones and Bill Major (UK)

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Discovering Fun in team Harlow Paul Crang, Colin Forrest, Ian Barnes, Karl Swayze, James Griffiths, Shona McKenna (UK)

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he winners come from different business units and work in different countries.

What unites them is their commitment to spearheading diversity in the workplace.

The award winners will receive their awards at their work locations in special ceremonies hosted by their executive leaders and the Diversity and Inclusion Council.

The Diamond Award recognizes people who are taking action to make a difference and create a workplace where everyone feels valued, included and respected in the achievement of their career dreams… where everyone feels PB lets me be me!

Held for a fourth consecutive year, the 2011 award campaign saw solid participation across Europe and across business units.

Following are the stories of the award winners.

UK: Commitment to Diversity Our long-term colleague in Harlow, Wendy Merry, has dedicated the last seven years to bridging the gap in the public understanding of autism and most recently in helping people with autism obtain work opportunities.

In our company, Wendy is very active in promoting diversity and inclusion. During the “Culture Week” events in Harlow in October 2011, Wendy set up a special sensory room in the Harlow Wendy Merry premises where colleagues got an insight into the world of people with disabilities.

Using as an example the work carried out by PBMS UK in successfully engaging people with disabilities, Wendy helped a college student with autism to get a work experience placement with Supply Chain in 2011.

Portugal: Promoting Diversity and Inclusion in the Workplace José Manuel Craveiro De Oliveira, general manager of PB Portugal and PB Spain, is the first colleague who has won the award twice. José is very keen to promote diversity and inclusion, and he makes sure

You and PB Today | 2Q 2012

Diamond Awards

that every employee, irrespective of religion, sexual orientation or race, feels welcome and included.

He does this, for example, by actively encouraging out-ofhours team building activities and participating in the “birthday gift for a PB colleague” initiative.

José was also instrumental in upgrading the working environment in the main Portuguese office in Paço de Arcos, just west of Lisbon.

José Manuel Craveiro De Oliveira The office now features a new couch, paintings on the walls and even an aquarium. Portuguese colleagues can also use the newly acquired Pilates balls for relaxation.

Portugal: Building an Inclusive Team When Carlos Pereira took over the newly created post of DMT team leader with our Portuguese business in February 2010, our DMT operations in the Iberian country were facing some challenging times.

Carlos has managed to inject a new dynamic into the DMT Technical team, promoting regular technical meetings and

enabling technicians to share their difficulties and opinions.

He started encouraging his small team of five engineers to get involved with product improvements developed by other teams in Pitney Bowes Portugal, and regularly communicated to them personally or by email in order to remind them how important their participation was in these improvements.

He also invited the engineers to actively participate in joint activities with office-based colleagues, like celebrating Carlos Pereira birthdays, taking part in Cultural Day and Technician Day, and other internal events.

UK: Making the Working Life of Colleagues More Fun The PB Discovering Fun Team was set up early in 2011 from an idea within the UK Leadership Council Group. The idea was to create a team that would help employees (both office- and fieldbased) to join in, play, inspire each other and build morale, enhance communication and strengthen social bonds.

The team introduced a Dress Down Friday for staff in March 2011 and organized various events, including a Rounders Match, Games Night and most recently a “Guess the Santa” competition.

These were all low-cost initiatives with a huge impact on morale and bonding. The activities of the team have revitalized people within PB and have helped to build rapport within departments and connect across all levels of the business.

UK: Building a Diverse Workforce Our PBMS colleagues John McCaig, Keith Alleeson, Casey Jones and Bill Major worked with Doreen Chrapala to help her become a valued member of the PBMS Mail Services team at the mailroom of Citibank in London.

Doreen’s appointment was part of a joint Citi/PBMS Workrite initiative whose aim was to help people with learning disabilities into full-time employment.

Doreen has had many high points in her career at PBMS, including meeting HRH the Duchess of Wessex. She has also successfully obtained a National Vocational Qualification Level 2 in Customer Service, in which she was wholeheartedly supported by her PBMS colleagues.

Team London, from left to right: Casey Jones, John McCaig, Guido Vanherberghen, Team Harlow, from left to right: Shona McKenna, Paul Crang, Colin Forrest, Doreen Chrapala, Bill Major, Matt Bleach, Keith Alleeson Karl Swayze, Ian Barnes

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PBMS – Sweden

Krister Månsson, Principal Consultant, Project Manager for the Norwegian If Project

Lena Lundbeck, Business Developing Manager, Contract Owner for If

Erik Engström, Director Northern Europe, Document Solutions Centres

PBMS Inks a Crucial Deal with the Biggest Scandinavian Insurance Company PBMS has secured a two-year contract extension with If, the biggest property and casualty insurance company in Scandinavia. The contract – worth millions – is for providing print services and is the successful continuation of a business relationship dating back to 2006. It was won in the face of fierce competition.

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PBMS – Sweden

This was the most important deal for PBMS in Scandinavia in 2011 and will allow our management services organization to grow its business in the region. It is also expected to open the door for products and services from other lines of business.

Helping the customer do more Key to winning the contract extension was the ability of PBMS in Sweden to satisfy the changed demands of If. Early in 2011, the insurance company decided to change the layout of its insurance documents, moving from single black-and-white sheets to personalized full-color booklets. Our colleagues in the Document Solution Center in Åland were able to offer this service using an Océ JetStream printer. However, this would have meant an extra day for delivery to the customer. That is why the PBMS team working on the account instead decided to invest in new printers and an inserter at the Document Solution Center in Strängnäs, which is closer to the customer site and where the Norwegian production is done today.

According to Lena Lundbeck, PBMS client manager in Sweden who led the local team, the biggest challenge was to convince If that PBMS was both able to provide the machines under the tight deadlines and to handle any quality issues. “In the past, we have had some problems regarding quality, and If was concerned about this new color production,” says Lena.

A true team effort Winning the contract extension was possible thanks to the combined efforts of several colleagues - Lena Lundbeck, Krister Månsson, Anders Garmland, Jan Ekholm, Michael Pendec, Erik Engström and Gordon Adams. They were helped by DMT’s Fredrik Jansson and Leif Pettersson.

“We were able to do this because we have a very good track record regarding delivery time and a lack of serious incidents: 99.7% of our service is delivered on time and we have had no double insertions during the past two years, which is extremely good. This track record, the commitment from our senior management team and a price decrease for all services from January 1, 2012 were the key to convincing If of the merits of our proposal,” recalls Lena.

With a green light from the client, Lena and her team made all necessary accommodations during the summer, keeping an eye on the tight deadline. In midSeptember If approved the quality and production started. It has been a real team effort.

Commenting on the successful deal, Richard Thompson, VP sales and marketing, says: “Clearly, we are delighted to extend our working relationship with If. Full-color transactional print is taking off, and our expertise is helping customers make the transition from black-and-white communications to truly dynamic, tailored documents.”

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Who’s Your Customer?

Who’s Your Customer?

In 2012, all of us have been asked to include a customer-oriented goal in our performance objectives. As we seek to support the business in reaching revenue goals, it’s important to think about who our customers are and how we support them. Some of us have a clear line of sight to our customers: We have work at client facilities where the connection is obvious. The customer connection is also evident in sales or customer service. However, we all have customers to please, whether we are in direct customer-facing roles or serving internal customers. In all cases, our personal effectiveness and efficiency impact the bottom line.

So who’s your customer? And how do you contribute to revenues? These are mission-critical questions in 2012. The following Pitney Bowes employees share their customer perspectives.

Estelle Portejoie Partnering for success in Europe, Africa, Russia & CIS As a financial analyst, I was supporting the Partner Channel Management business in Europe, Africa, Russia and CIS for GMS and DMT. That role entailed a mix of sales reporting, cost control and customer support in terms of processes. Important activities, no doubt, but I saw an opportunity to do more.

Distributors – not my word; I call them “partners” – represent the Pitney Bowes brand in countries where we have no operating company. They range in size from small and medium-sized business to large organizations with many employees across multiple sites and even countries. Their capabilities and locations also vary, but their goal is the same: to win business and keep our common clients happy.

We depend on each other – Pitney Bowes and our partners. I wanted to strengthen these connections.

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I started by standardizing some of the information we provide partners – creating a partner guidebook, making it easy for our partners to understand who to contact for help and support. We also customized the existing UK product catalog. Benefiting from a Pitney Bowes mentorship program at the time proved most helpful for the department‘s next idea: a newsletter.

You think in sales that there’s no time to do anything but sell, but that’s not true. Our partners were hungry for information – about new products, successful approaches, big wins and new opportunities. For instance, we featured a story about how we’re getting traction selling refurbished DMT machines – a new sales option!

The newsletter, Partner Connections, which I developed with the creative and production services team in Harlow, made its debut in 2010 and comes out twice a year in both PDF and Zmag formats. It has helped create a community, building our brand through relationships on the ground – which is what distributorships are designed to do. It’s ironic that I’m not a writer by training – my first language is French so my English could be better. Yet, I was writing a newsletter, engaging our partners and ultimately bringing the benefits of Pitney Bowes to

Who’s Your Customer?

Several issues of Estelle’s Partner Connections newsletter

our customers. Marketing communications wasn’t originally part of my role, but the job description was changed to reflect this added value.

All I know is I wanted our customers to be happy. It’s our customers, after all, who pay my salary!

for Mail Services. In addition, I also have direct interactions with our traditional external customers.

I interact with prospects often with our sales teams to position our market niche, which helps customers understand the value a Pitney Bowes partnership would yield their organization.

Estelle was recognized with a Make a Difference Award in 2011.

She recently assumed a new role in Customer Experience Europe.

Although she is no longer directly facing customers, she will be managing projects aiming to improve customer experience and satisfaction, and is involved in N-SAT and customer surveying.

Our executive leadership sees huge opportunities in this sector, and my number one goal is to help my “internal customers” increase Pitney Bowes market presence. As the director of sales, I specifically support the business by helping to monitor and track sales opportunities using our updated Global Sales Force Automation (GSFA) tool. Mail Services relaunched this tool last year as our dedicated CRM tool to help us maintain customer focus and increase our sales performance by closely monitoring a refined process that typically prevents missed steps that could allow revenue opportunities to fall between the cracks. Over my 20 years with PB, I have always believed in a collaborative approach to sales. GSFA allows for solid management-to-sales conversations and aids in my support of the team. Armed with this data, I spend my days on the phone or in the field with reps across the country, discussing account penetration and role playing sales scenarios by diving into the specifics. We walk through it all. I believe practice makes perfect!

We depend on each other – Pitney Bowes and our partners. I wanted to strengthen these connections.

—estelle portejoie

Larry L. Young The sky is the limit with Direct Mail To help Mail Services align with current United States Postal Service mail volumes, a higher degree of focus has been directed toward Direct Mail. I was appointed to the position of National Sales Director–Direct Mail in December 2011. My role is to create shareholder value by driving sales revenue as I manage new business pursuits and the sales process. I have both direct and indirect management responsibility for all domestic Direct Mail sales personnel. I consider our sales representatives, site general managers and operations directors to be my internal “customers.”

I focus on supporting them by providing sales expertise, resources, tools and strategies that help clear obstacles preventing new revenue opportunities

As I work in the field with the sales representatives, every situation is different but they are all the same.

To win customers, I have to find ways to help. If done successfully, both my organization and our external customer can shine. The business climate is still in the wake of a recessionary period, and businesses are sensitive to making mistakes. There are many competitors in this space, and gaining market share is heavily dictated by performance. As a result, my team and I work internally with our GMs and OPS teams to position offers for our external customers that recognize synergies around their business goals. By offering programs that optimize customer direct mail programs with a commonsense approach tailored around real business solutions, we can offer solutions that directly affect their bottom line. By affecting their (continued on page 16)

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Who’s Your Customer?

To get us to our established goals, I need to ensure we are invited to the same thought leadership “dances” as the IBMs and Microsofts of the world.

—sherrie hayes

Who’s Your Customer? (continued from page 15)

bottom line, we are creating value; and by creating value, all of my customers are 100percent satisfied.

If my internal and external customers are happy, it benefits all of us and ultimately helps Pitney Bowes increase revenue and shareholder value.

To win customers, I have to find ways to help.

If done successfully, both my organization and our external customer can shine.

—Larry L. Young

Sherrie Hayes Strategic partner to Wells Fargo Wells Fargo is one of the five financial services customers selected as part of our Enterprise Growth Initiative Program. These organizations represent $0.25 billion in annual revenues to Pitney Bowes today with a growth trajectory of over 35 percent in the next three years.

As the overall enterprise client business executive for Wells, I’m responsible for leading a team composed of the Wells Fargo sales leaders across all of Pitney Bowes’ business units. Our charter is to work together and develop joint and relevant comprehensive crossbusiness unit solutions. These solutions will address and solve a broader set of business issues that resonate at the C level. They will include not only solutions that fall into our established position in operational efficiency and bottom-line cost savings but also solutions that address increasing top-line revenue.

To get us to our established goals, I need to ensure we are invited to the same thought leadership “dances” as the IBMs and Microsofts of the world. This will allow us opportunities to make a significant impact on Wells

You and PB Today | 2Q 2012

Fargo’s business today and also gain insight to keep growing with them for many years to come.

Wells Fargo’s main strategic objectives for 2012 are focused on presenting a consistent message across all channels, embracing a complete 360-degree view and understanding of its customers in support of their growth metrics for cross-sell/upsell. To capitalize on these opportunities, the bank needs to successfully and consistently execute on their customers’ preferences of how they want to be communicated to (content and channel). The best approach to achieving this is to implement a solution that will leverage data from customer interactions across all channels (ATM, nranch, Web, call center) as a guide to take the best next action to appropriately serve that customer.

Sound familiar? This is Customer Communications Management, and Pitney Bowes has the ability to deliver it, beginning with a global data view of the customer and the ability to track and effectively manage customer interactions across all channels – physical and/or digital. And because of our PB expertise, any of these solutions can be delivered on premise or as a service, depending on what the best solution is for the customer.

This is a major and essential paradigm shift for us at PB, which is why it makes sense to collaborate with the Wells sales leaders from each of the PB business units. This relevant and strategic way of engaging with Wells is very different from how we’ve worked with them in the past. We have actually found ourselves in situations competing for the same business within our own company. They are thrilled and refreshed by our new approach to managing their business.

I am looking forward to driving significant growth and success with this elite team of sales leaders.

Who’s Your Customer? will be a regular feature in future issues of You & PB Today. If you’d like to share your story or suggest someone else who exemplifies customer service, e-mail us at kathryn.west1@pb.com.

Environmental Health & Safety

The Who, What and How Electronics Recyclers International & Electronics Waste Recycling at PB

W

e have good news for the environment and for Pitney Bowes!

Pitney Bowes has recently entered into an expanded agreement with Electronic Recyclers International (ERI) for disposal of electronic waste across the United States. The new agreement is the result of the hard work and perseverance of the PB Procurement, Legal and EHS groups. The arrangement is a win-win for the environment and for Pitney Bowes.

In case you didn’t know, research estimates that electronic waste (commonly referred to as e-waste) accounts for 80 percent of America’s toxic garbage and is growing exponen-tially. Electronic waste is a toxic threat to soil and water supplies worldwide.

According to the United Nations Environment Program, around 20 to 50 million tons of e-waste are generated worldwide each year. Also, it is estimated that 70 percent of heavy metals in US landfills comes from electronic equipment discards, and e-waste is now the largest source of lead in municipal solid waste landfills.

Our Waste Stream Here at Pitney Bowes, we have various types of e-waste such as postage meters, mailing machines, laptops, computers, monitors, fax machines, etc.

Previously, the management of e-waste within PB was completed through multiple vendors. Approximately one year ago, an internal initiative was undertaken to identify an e-waste recycler who could achieve cost savings for PB and be a strategic partner for all of PB’s e-waste nationwide. Robyn Greaves, commodity specialist, teamed up with John Thaler, director of Environment, Health and Safety, and Randy Matthews of the CDC to conduct a full sourcing and RFP process that included five vendors who could meet PB’s cost objectives while protecting our corporate name through sound environmental sustainability practices. Corporate EHS conducted audits of ERI facilities and determined that ERI was capable of managing PB e-waste effectively and also could recover commodities such as plastics, steel, aluminum and copper for reuse, assisting PB in maintaining

our commitment to the EPA WasteWise program. ERI also offered the ability to harvest parts from incoming PB equipment and return these harvested parts to the Customer Care organization for reuse. The result was the selection of ERI for recycling of e-waste from the CDC site in Whitestown, Indiana, at significant cost savings.

Based on the success of the initial ERI program, the ERI contract was amended in early 2012 to include all other US-based PB operations as well as a hard-drive disk sanitization procedure. ERI has established, implemented and maintains procedures to ensure that all data retained in memory devices from electronic equipment is protected from theft or loss and shall not be released to unauthorized parties, from the moment ERI takes control of the equipment through final data destruction.

Regarding software-based destruction, ERI destroys all data according to the requirements and procedures set forth by the US Department of Defense (DOD) and National Institute of Standards and Technology (NIST).

For all PB electronics waste service requests, please complete the service request form (available on the EHS page of Inside PB) and email directly to Larry Novicky at ERI. A valid P Card and/or purchase order must be provided to ERI to arrange for the e-waste recycling services.

E-waste can be shipped directly to ERI, or pickup arrangements can be completed by ERI. Larry can also be reached at lnovicky@electronicrecyclers.com and at 410.980.3552.

You and PB Today | 2Q 2012

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Community

Living… working… learning… and playing…

Community Involvement

These are the foundations of a vibrant community and the underpinnings of the following events recently supported by Pitney Bowes Corporate Citizenship & Philanthropy.

What are you doing to help your community?

Let us know by sending your story to pbtoday@pb.com.

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You and PB Today | 2Q 2012

The Other Wes Moore

Family Literacy Night at Stepping Stones Museum

PB recently sponsored bestselling author Wes Moore’s participation as a keynote speaker at a New Neighborhoods Inc.’s (NNI’s) Champions of Housing Luncheon.

The event celebrated NNI’s success in addressing the critical shortage of low- and moderate-income housing as well as the critical role that mentors and tutors play in helping young people overcome poverty and adversity.

A Thursday evening in April was crackling with excitement as children of different ages, ethnicities and neighborhoods converged on the Stepping Stones Museum for Children in Norwalk, CT, for a Family Literacy Night presented by the Pitney Bowes Foundation, Stepping Stones and Reading Is Fundamental. A record 1,000 attendees participated in a program of reading, interactive play and fun.

Moore, author of The Other Wes Moore, was introduced in a video

by PB Chairman, President & CEO Murray Martin, who actively encourages PB employees to participate in tutoring and mentoring programs.

Moore’s moving address shone light on how two boys with the same name “born blocks apart and within a year of each other” ended up with very different destinies.

With the assistance of caring family members, mentors and teachers, the author overcame adversity to become a Rhodes scholar, decorated veteran, White House fellow and business leader. “The other Wes Moore” was convicted of murder and now serves a life sentence in prison.

For more on this story, search “Wes Moore” on Inside PB.

The Pitney Bowes connection to Stepping Stones extends well beyond this evening of fun. The Pitney Bowes Foundation recently underwrote Stepping Stones’ new Family Teacher Resource Room, which PB helped establish 12 years ago when the museum was first built. Diane Quick, vice president, HR, PB Software, serves on the museum’s board.

For more information on this story, search “Stepping Stones” on Inside PB.

Chairman’s Community Connection

Global Volunteer Month The Family Literacy Night at Stepping Stones was the official kickoff of PB’s Global Volunteer Month, a program where employees use Share the Message: Read! materials developed by Reading Is Fundamental (RIF) to help children improve their literacy skills and narrow the achievement gap in schools. In all, some 25 events took place with nearly 300 employee volunteers reaching 3,100 students.

“Employees can make a meaningful difference in a child’s life in a very short time,” says CFO Mike Monahan, who is also a RIF board member. “Our employees have fun while they deliver this effective and engaging learning experience to children.”

Events were held from Connecticut to California, Texas to Michigan and internationally, including Australia, Canada, India, UK and Republic of Ireland.

Colleagues shared the following reflections: “I would not have a guessed a room full of firstgraders would have been as interested in reading as I found today. They were excited from the moment we entered the room. We started with reading Patchwork Quilt, and throughout the reading the kids

kept asking questions about the book. Once we began the craft section, the teacher walked over to me and said that the kids never like to draw, and yet there they were…having fun drawing.” —Nashville, KY “What an amazing time we had at Bryant School! We had 17 volunteers serving 150 students. Everyone left with such a wonderful spirit and many have already signed up to do it again!” —Bridgeport, CT

The Detroit Community Leadership Team executed a meaningful literacy enrichment program with local students. “Some of the students recognize us from our last visit.

We can’t wait to come back and volunteer again!”

“Our team met with the Cambridge Elementary School yesterday along with 23 first-graders. We had an absolutely great time. Thank you for the opportunity.” —Concord, CA Search “Share the Message” on Inside PB to learn more about this program.

United Way Update: 2018 Goals for the Common Good Pitney Bowes’ commitment to community service is evident throughout our company. Each year, PB employees contribute more than $1.5 million and over 70,000 volunteer hours to organizations that make our communities stronger and more resilient. Like PB, the United Way focuses a significant portion of its efforts on education, the cornerstone of individual and community success.

All children deserve the chance to grow into healthy, educated and productive members of society, no matter where or when they are born. But with almost half of the world’s youth not completing or having access to secondary education and only 4.5 percent of world GDP dedicated to education, opportunities abound to develop educational capacity worldwide.

The United Way takes a holistic approach to developing educational capacity. Education is more than just a classroom or a teacher. In order for youth to receive a quality education, it takes the focus and resources of the entire community to create learningrich environments where dreams are fueled and opportunities are delivered to those who need them.

The United Way delivers on its education promises in many ways. From providing books for classrooms or modular schools in remote areas in South Africa to educating society about child safety in Hungary or providing corporate-sponsored mentoring and internship programs in Guatemala, United Way creates opportunities for a better life for all.

Thank you for supporting the United Way through the Pitney Bowes Employee Giving Campaign. To learn more about the United Way in your community, go to worldwide.unitedway.org. In the U.S., go to liveunited.org.

You and PB Today | 2Q 2012

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20

GMS-UK Service Engineers

One way to increase the profit margin of our company is by looking to create selling opportunities during every contact with the customer. Service engineers in GMS-UK have come up with an ingenious way to boost ink sales.

GMS-UK Service Engineers Drive Up Ink Sales

By Velin Velkov

O

ne way to increase the profit margin of our company is by looking to create selling opportunities during every contact with the customer. Service engineers in GMS-UK have come up with an ingenious way to boost ink sales.

As part of their regular departmental informationsharing forum, “In Gear,” GMS-UK field service managers Kevin Barry, Lorna Rossbacher, Steve Restall, Michael Limb and Ray Clarkson examined the ways our engineers interact with customers when fixing technical faults.

“Some of the colleagues made sure to inform the customer about the possibility of ordering ink from Pitney Bowes, but the ordering process was very cumbersome and involved the customer filling in and faxing a form to our Supply Line team,” recalls Kevin.

The difficult process did not generate much revenue, and the engineers received little commission for the sales leads they made.

You and PB Today | 2Q 2012

Having come up with some improvement suggestions, Kevin reached out to the Supply Line UK team of Sean Evers, where Rachel Cleary was instrumental in implementing the suggestions.

As a result, if customers are interested in buying ink, our engineers now offer to share their contact details with the Supply Line team. A member of Supply Line then rings up the customer and takes the order – it’s simple and quick. This saves time and drives up ink sales. Each sales lead generates a commission for the engineer too.

These types of internal improvement to our processes are a great way to generate incremental revenue.

Strategic Chairman’s Transformation Connection Executive Snapshot

Midfielder Turned Meter Maid Turned General Manager Quick Questions What’s your favorite word? Yes What’s your least favorite word? Can’t What turns you on creatively, spiritually or emotionally? My kids’ happiness What turns you off? My kids’ sadness What sound or noise do you love? Fans cheering What sound or noise do you hate? Screeching brakes before a car crash What profession would you want to try? Being a professional soccer player What profession would you not want to try? Anything to do with heights If there is a heaven, what do you want to hear when you reach the pearly gates?

Welcome! You’ve been a fine young man and your family is here waiting to see you.

Executive Snapshot

Bill Mackrell, VP & General Manager, Canada VP and GM, Core Mailing & Leasing North America What made you decide to come to PB? I came to Pitney Bowes right out of college with a degree in commerce from the University of Toronto. One of my soccer coaches worked at Pitney Bowes and referred me. My first job was as a meter sales rep – a meter “maid” trainee.

Was there a turning point in your life?

While at college I had made the reserve team for the Toronto Blizzard, our professional soccer team in the old NASL, as a midfielder. That was a great accomplishment, but ultimately I didn’t make it playing professionally.

I still play soccer for fun and really enjoy the game, but I have also loved working at Pitney Bowes. It’s been a perfect match. Right off the bat, I liked the competitive environment. In

my first job I was paid with straight commission – we worked hard and were rewarded for it. Over the years, I’ve also really enjoyed the people.

What lessons from your parents do you remember most clearly?

Loyalty. I’ve been at Pitney Bowes for 27 years – need I say more?

Tell us about your family.

I met my wife Kim when we were in high school. We’ve been married 18 years. She’s also a soccer player – plays year-round. You could say we’re a family of soccer nuts. We have a couple of boys: Liam (16) and Luke (15). Yes, they play soccer, too. We once took a family soccer vacation – we went to Britain and took in four professional soccer matches in a week’s time.

What’s your favorite kind of music?

I’m a fan of Classic Rock – the Beatles, the Rolling Stones, U2. I don’t go to concerts but I rock out in my den.

Mackrell family on vacation in Fort Myers, Florida.

What’s your favorite food? Do you cook?

Toronto is a diverse city with different foods from all over the world. I love to eat and love all kinds of food. I cook breakfast and barbecue – omelets and steaks are my specialty.

What do you do to relax?

I go for a run. Sometimes my son Luke, who also is a distance runner, joins me. But that’s usually just at the start before he takes off.

What makes you laugh?

Funny people! I especially like Billy Connolly. He’s a Scottish comedian — a common guy making fun of everyday stuff.

What is your definition of success?

Making a difference.

What is your career advice?

As a manager, it’s about getting the right people on the team. Recruiting is tough but I think it’s more about keeping and developing the good ones.

What do you consider your greatest strength?

I’m approachable, which is key to problem solving. I think there are lots of clues to solve business problems right inside the business. As a manager, I need to find ways to bring teams together and to pull out their ideas.

You and PB Today | 2Q 2012

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Chairman’s Connection Executive Snapshot

Las Vegas Transplant, Rat Packer and Prankster Quick Questions What’s your favorite word? Passion What’s your least favorite word? “We’ve already done that before…”

What turns you on creatively, spiritually or emotionally? Feeling empowered What turns you off? Negativity What sound or noise do you love? The ocean What sound or noise do you hate? Loud music What profession would you want to try? I’m in a new role since January 1 so I’m already trying something different!

What profession would you not enjoy? Anything that made me sit at a desk If there is a heaven, what do you want to hear when you reach the pearly gates?

That I made a difference in people’s lives and my son was going to have a great life.

Executive Snapshot

Michelle Tierney, Vice President and PBMS Service Delivery Leader Tell us about your family.

I have a son Joey, 26, who is a medic in the Navy. I’m in a relationship with a man named David from snowy upstate New York, and we moved to Las Vegas three years ago. I love the weather – and it’s easy to get in and out of the airport, which is key since I travel 70 percent of the time! We have a Golden Retriever named Orion, a Husky/Chocolate Lab mix named DJ and a cat named Star.

contacted me to oversee the West Region for PBMS – everything but call centers. I felt like it was time to move out of my comfort zone. I joined in 2010.

Was there a turning point in your life?

When my son graduated from high school, he decided to join the military.

We went from talking almost every single day to not talking at all for six weeks while he was at boot camp.

I realized my life now needed to be about me – what did I want to do? I left a job of 22 years, entered into a new relationship and moved crosscountry. I was willing to consider options and look at things differently.

I’m glad I did!

Also, don’t be afraid to change.

A move across the organization can be as good as moving up.

What made you decide to come to Pitney Bowes?

I was at ACS, a division of Xerox, responsible for customer care and call centers. I grew up there, professionally. They called me the Call Center Queen. A PB recruiter

You and PB Today | 2Q 2012

What is your career advice?

Make sure you surround yourself with people who challenge you. The times when I’ve been most challenged – and most frustrated – were probably the times I learned the most.

Tell us about your childhood.

I was born in Queens, New York, before moving to Syosset on Long Island. My parents divorced when I was five, and I remember going into New York City to visit my father.

I loved the shows, restaurants and carriage rides in Central Park. Then my mom moved to Texas when I was nine and I got a horse. I did barrel racing. We traveled a lot, too.

What do you do to relax?

I still love to travel – but to warm places. I’ve been on 15 cruises in as many years – to the Mexican Riviera, Florida Keys, Caribbean and Hawaii.

I haven’t been anywhere NOT warm!

I also love shows. We recently saw Jersey Boys; there are lots of terrific things to see on the Strip. I also love swimming and bowling.

What are your favorite TV shows?

I love old movies – like the ones with the Rat Pack. I also love The Sopranos – anything with mobsters. I like investigative shows, like CSI, which takes place in Las Vegas.

What’s your favorite food? Do you cook?

I love sushi – all the different rolls, especially Ahi tuna. I’m not a big cook. I can cook – especially for my son – but I like to go out.

What special dynamic do you bring to your team?

I enjoy being with my peers. We tease and embarrass each other. Yes, I’m fastidious and ambitious, but I’m also a prankster. It’s good to be able to laugh at yourself. I think it helps people work better together if we’re not all so serious all the time.

Executive Snapshot

Woodworker, History Buff and Family Man Quick Questions What’s your favorite word? Love What’s your least favorite word? Complain What turns you on creatively, spiritually or emotionally? My kids What turns you off? Politics What sound or noise do you love? Singing What sound or noise do you hate? Whining What profession would you want to try? Swim coach What profession would you not want to try? Boxer If there is a heaven, what do you want to hear when you reach the pearly gates? You have a lot of friends here.

Executive Snapshot

Doug Gordon, Vice President, Business Planning What’s your favorite kind of music?

Anything that is heavy on vocals. Right now I’m listening to a lot of country music – to my kids’ dismay! (laughing) What do you read for fun?

I love to read – mostly naval historical fiction – lots of English sailing stuff.

What do you do to relax?

I have three kids who are very active in sports – swimming in particular. I go to their swimming events, which is relaxing for me. My hobby is woodworking. I am currently building built-in bookshelves for our home.

Tell us about your involvement in the community.

I’m involved with a couple of community-related programs. I am president of the kids’ swim club and am very active in volunteering for our church.

Was there a turning point in your life when you recognized the decision that would change your life?

An obvious one was the decision to have children. It turns your viewpoint to make it all about someone else.

The other decision involves my career. Back in 1999 I was working in the plastic/chemical industry.

While I loved the work I was doing, I was not passionate for the industry. I wanted a space that was fast-paced and built around teams. That led me to the software industry, which led me to MapInfo, which led me to PB! (laughing) What lesson from your parents do you remember most clearly?

Maintaining balance. I have learned to maintain a good balance between work and my family. I have a brotherin-law who is in the military and is on his third tour of duty in Afghanistan.

It helps me to remember that every moment is precious and to not take anything for granted.

Tell us about your family…

How did you meet your wife?

I met Lisa because I was friends with her brother in high school. She and I started dating in college – we were college sweethearts.

Tell us about your kids.

I have three children, Ryan (16), Luke (14) and Jessica (10). In addition to swimming, the boys are musical.

Ryan plays the trombone and Luke plays the tuba. Jessica is a budding dancer.

Back row: Doug, Lisa, Ryan.

Front row: Jessica, Luke.

What is your definition of success?

To create and be a part of a winning team. “Winning” is not just about increasing revenue, which is of course important, but also about building trust and confidence among the team members to achieve your goals.

What is your career advice?

Make sure you do your best to contribute. It’s important to put yourself “out there” and add value.

Also, don’t forget that any success and contribution means working with people. Creating trusted and lasting relationships is vital.

You and PB Today | 2Q 2012

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You and PB Today is published for employees of Pitney Bowes Inc. and its subsidiaries worldwide.

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Editor Mary Coates, Internal Communications

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