Each business day we serve 8 million customers in more than 200 countries and territories. Those customers entrust us with 2% of the world's gross domestic product. With 384,000 employees, 88,000 vehicles, 570 owned or chartered aircraft, and more than 2,700 facilities worldwide, United Parcel Service has a significant impact on society, the global economy, and the environment. That's why we strive to effect a balance between efficient, environmentally and socially responsible services and a healthy return for shareholders.

Playing on those strengths, our $36 billion global enterprise has instituted many sustainability practices over its 98-year history. Our first corporate sustainability report was published in 2003 under CEO Mike Eskew. A second report was issued this year.

Technology of all types plays a critical role in these efforts and the growth of UPS. We've used business-process change, supported by technology, to achieve progress in a number of important areas including increased fuel efficiency and lower aircraft emissions.

In the spirit of "constructive dissatisfaction," we continue to aggressively push ahead with these sorts of programs. The alignment of our technology investment—approximately $1 billion annually—with business strategy is more than a slogan. It starts with me serving on the 11-person UPS management committee, chaired by the CEO. The committee directs the strategy and day-to-day management of the company. Consequently, I am an active, equal participant in creating and implementing business strategy. This means that aligning technology initiatives with a sustainable business isn't a leap—it's merely a step we take each day.