1. What does it take to turn AR chaos into AR control? It doesn’t start with systems OR processes…it starts with people

2. Yes…billing quality needed to improve, but sometimes businesses work so hard at modifying so much to service every customers requirements, they create complexity that is difficult (and costly) to control Sometimes many staff just burn out trying to keep pace….. I see we got Monday off to a flying start…..!

3. Sometimes just a sense of urgency is missing…..

4. But what is the key for switching staff ON? It starts with putting right what others haven’t done The ISSUES list? What’s wrong with having FUN at work? Why isn’t everyone earning an incentive payment? How are we measuring what staff do…who set the objective anyway? Is there a real balance in what each person has to do? Do staff actually trust management to set right what seems wrong? How do we go about displaying results? Really engaged and rewarded staff don’t go looking for another job, you are not constantly trying to hire and train, instead your focus is on results transformation and how to help staff achieve that via system and process modernization

6. Collectors awards for highest level accomplishment in lifting individual performance for February, March & April re “% of prior month debt collected”

7. We have embarked on a journey, a journey towards being a World Class Credit Management Function. We will have achieved this when the function is renowned for Results and Reliability, is Responsive in supporting the business, and Cost-Effective as compared to DHL globally. Truly driving down transactional costs relies on: * better systems * better processes and * great staff

8. 2 BUILD PRIDE IN ACCOMPLISHMENT 3 KEEP THE “FISH” APPROACH ALIVE 1 ADD INTEREST TO WORK Making change count! Stabilize Invigorate Originate Making change count!

12. FOREWORD FROM DAVID A. WILSON Dear colleagues, I have always been a great advocate of the old saying: “the sale is not completed until the money is collected”. As the people who source new business for our organization, the people who manage the relationships with our customers and who should have the ability to identify on our visits if our customers are financially secure, we in the sales organization must take responsibility for our DSO and aged debt position with our customers. The SLA as jointly supported this year by Mark James and I is one I fully endorse. It is one that I have worked with as a sales person and sales manager and living by it makes practical sense for the financial security of our business. I please ask all in sales and finance to work as a team to ensure that we reduce any bad debt exposure by reducing DSO and aged debt to maximize profits at this crucial time. Kind regards, David A. Wilson Commercial Director EEMEA