Measuring Productivity Through Various Metrics J. Peter Pierce May 6, 2014 | May 8, 2014

1. Measuring Productivity Through Various Metrics J. Peter Pierce May 6, 2014 | May 8, 2014 PRISM International Annual Conference 2014 1

2. Agenda Pierce Involvement in the Industry Sales Force’s Role Operations’ Role Measurement Tools and Reports Scheduling and Staffing Quality Control Question / Answer Session 2

3. Pierce Involvement in the Records and Information Management Industry: A Brief History 3

4. Pierce Involvement in the Industry Pierce Business Archives 1969 – 1989 Philadelphia Connecticut New York Metro / New Jersey Boston Baltimore / Washington 4

5. Pierce Involvement in the Industry Leahy Business Archives Merger 1990 Boston New York Metro / New Jersey Connecticut Miami / Fort Lauderdale Houston Dallas Chicago Los Angeles 5

6. Pierce Involvement in the Industry Pierce Leahy Archives 1990 – 2000 During this period, grew to become largest company in the industry as measured by cubic feet under management 6

7. Pierce Involvement in the Industry Pierce Leahy – International Footprint 6A

8. Pierce Involvement in the Industry 1990 - 1994 First Enterprise System in the industry fully developed and deployed PLUS: The Pierce Leahy User Solution Dramatically changed our business model from General Manager to a Sales / Ops Model Vision to become “the WalMart of the RIM industry” 7

9. Pierce Involvement in the Industry July 1, 1997 We took Pierce Leahy Archives public on the New York Stock Exchange: PLH 1990 $40 Million in revenues after Leahy acquisition 1997 $250 Million in revenues at time of public offering 8

10. Pierce Involvement in the Industry Pierce Leahy / Iron Mountain Merger February 2000 Implemented / facilitated the integration of the two companies; left Iron Mountain after several months to build Pioneer Capital 9

11. Pierce Involvement in the Industry Retrievex 2007 - 2012 Pioneer – together with Welsh, Carson, Anderson & Stowe (WCAS) – created an entirely new industry player in October 2007 with the acquisition of Advanced Records Management Services (ARMS), Boston Vision for Retrievex was to be truly different – the most customer-focused company in the industry Customer Foremost, Quality Paramount 10

12. Pierce Involvement in the Industry 11

13. Pierce Involvement in the Industry • Access acquisition of Retrievex 2012 Retrievex enabled Access to gain a truly nationwide footprint and to become the third largest industry player as well as the largest privately held member of the industry 12

14. Pierce Involvement in the Industry Clearly, Pioneer’s knowledge and expertise spans Single-site operations Single-site operations with multiple facilities Multiple-city operations We fully understand them all We’ve measured productivity and profitability for all organizational types 13

15. Sales Force’s Role In Measuring Productivity 14

16. Sales Force’s Role First and foremost, to sell. Working with Operations from the initial survey and proposal process Identify active records vs. inactive records and price the required services accordingly Perform customer-wide, thorough research Are active records easy to access? File organization in alpha or numeric sequence or batch or random format? Are most requests for Whole Boxes or Individual Files? Are Retention Schedules in place? Consistent? Monthly / Yearly? 15

17. Sales Force’s Role Correct Account Setup is key 60% of the information gathered may be correct 40% will probably be best guess 16

18. Operations’ Role In Measuring Productivity 17

19. Operations’ Role Correct Implementation Planning is key to workforce productivity Determine Location Assignments “Dead files” should be located high and behind Active files may require open shelving 18

20. Operations’ Role For Productivity and Profitability, Measure all Activities: Daily / Monthly / Year to Date References Refiles New Boxes Added Boxes Destroyed Interfiles 19

21. Measurement Tools and Reports For Continuous Productivity Improvement 20

22. Measurement Tools and Reports Reports of Record Center Activities Daily / Monthly / Year to Date Summary of Work Orders by Activity Code All Customers By Customer City / Location Building within City 21

23. Measurement Tools and Reports Key Reports – Drivers Organizing Routes Roadnet or Mapquest Number of stops Items delivered per stop Items picked up per stop Things to look for Building logistics Elevator availability City vs. suburban landscape 22

24. Measurement Tools and Reports Data Entry / File Scanning / Indexing Format must be consistent Productivity is measured per Line Item Customer needs to sign off on the formats and reports BEFORE the work begins 23

25. Operations / Account Management Need to work closely together to evaluate productivity for each account File Actions – Whole Box / Individual Files Setting standards for pulling files and refiling activities Open-shelf vs. box pulls / Individual Files Measure performance “Inspect what you expect.” Quality controls Outcards Not in File (NIF) Establishing success ratios for each client 24

26. Customer Work Orders Origination 2000 Online is the goal • Minimizes the need for a large Customer Service Group • Productivity improves as customers use the technology • At Retrievex, by 2012, we had achieved the 90 / 10 goal! 25

27. Scheduling and Staffing What are your cut-off times? AM PM Once-a-day If two cut-off times (AM / PM), what are your activities in the AM vs. PM? Schedule your employees around your cut-offs All references pulled and processed between 3 PM and 11 PM All boxes checked-in and shelved between 3 PM and 11 PM Trucks are unloaded and re-loaded during the 3 – 11 PM shift Benefits: eliminate overtime Drivers and Record Center Staff 26

28. Quality Control In Measuring Productivity 27

29. Quality Control “Daily work is daily work – that’s why we must complete it daily!” Drivers go out and Orders come in DAILY File Requests New Boxes Refiles – Whole Boxes and Individual Files Interfiles 28

30. Quality Control Things to look for when measuring performance and reviewing pricing and profitability Not all customers will be the same! Not all customers will have the same file integrity profile (Finds vs. NIFs) Open-shelf activity vs. boxed files Quality Control for NIFs 29

31. In Summary 30

32. In Summary Expectations are set based on “Best in Class”, not averages and standards You want to find ways to “raise the bar” Be sure your pricing for activities is correct Measure profit for each customer and departments within each customer Some departments will be more profitable than others 31

33. In Summary Today’s technology, built on an enterprise-wide platform make all the data you need available You can have convenient desktop access to all the data and reporting required to achieve the highest productivity goals Grasp this opportunity to set standards, measure results, evaluate profitability and continually improve your business! 32

34. Question / Answer Session 33

35. Thank You! 34