ENPO is an organization employing 48,000staff and operating a network of more than 9,000 accesspoints (of which 3,500 post offices, 6,500 agencies, ofwhich 1,500 are currently active). A commercial entity withmanagement autonomy, ENPO is primarily a provider of basicfinancial services. Other services are mail (regular andexpress), parcels and Government services. Postal financialservices, with three main business lines (savings, paymentsand giro services) and 15 million savings accounts, generatearound 50% to 60% of ENPO s total revenue, and occupy anestimated 15% of ENPO s staff. Although available accountingand financial information are limited, it seems that postalfinancial services are operated at a profit. For ENPO whichis currently in a transition phase from anadministration-type of organization, moving towards acorporate-type of organization, the strategic option willplay as an accelerator of change (in case the Governmentdecides for a drastic move towards bancarization) or as aconsolidator of incremental reform (in case the Governmentopts for a progressive approach, potentially usingalternative approach to grab the business opportunities ofgrowth, but likely avoiding social tensions within theorganization). In any case, moving forward the postalfinancial services agenda will call for (i) a review of thelegal, regulatory and institutional set-up, (ii) buildingcapacity in the network and assessing the return oninvestments, (iii) rapidly identifying the postal financialservices as a business unit within the organization andassess its contribution to profit, as well as (iv) getting abetter understanding of the cost structure so as to enableENPO to be in a strong position during negotiations ofservice level agreement.
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