Egyptian National Postal Organization : Postal Financial Services and Access to Finance
ENPO is an organization employing 48,000 staff and operating a network of more than 9,000 access points (of which 3,500 post offices, 6,500 agencies, of which 1,500 are currently active). A commercial entity with management autonomy, ENPO is primar...
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Format: | Policy Note |
Language: | English en_US |
Published: |
World Bank, Washington, DC
2014
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Online Access: | http://documents.worldbank.org/curated/en/2007/08/16396342/egyptian-national-postal-organization-postal-financial-services-access-finance-vol-1-1 http://hdl.handle.net/10986/19613 |
Summary: | ENPO is an organization employing 48,000
staff and operating a network of more than 9,000 access
points (of which 3,500 post offices, 6,500 agencies, of
which 1,500 are currently active). A commercial entity with
management autonomy, ENPO is primarily a provider of basic
financial services. Other services are mail (regular and
express), parcels and Government services. Postal financial
services, with three main business lines (savings, payments
and giro services) and 15 million savings accounts, generate
around 50% to 60% of ENPO s total revenue, and occupy an
estimated 15% of ENPO s staff. Although available accounting
and financial information are limited, it seems that postal
financial services are operated at a profit. For ENPO which
is currently in a transition phase from an
administration-type of organization, moving towards a
corporate-type of organization, the strategic option will
play as an accelerator of change (in case the Government
decides for a drastic move towards bancarization) or as a
consolidator of incremental reform (in case the Government
opts for a progressive approach, potentially using
alternative approach to grab the business opportunities of
growth, but likely avoiding social tensions within the
organization). In any case, moving forward the postal
financial services agenda will call for (i) a review of the
legal, regulatory and institutional set-up, (ii) building
capacity in the network and assessing the return on
investments, (iii) rapidly identifying the postal financial
services as a business unit within the organization and
assess its contribution to profit, as well as (iv) getting a
better understanding of the cost structure so as to enable
ENPO to be in a strong position during negotiations of
service level agreement. |
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