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 Strategy & Goals

​​​​​The Decree No.78 of 29/03/1423 AH by the Saudi Council of Ministers was issued to approve the regulation of the Saudi Post Corporation. The regulation stipulates in Article (2) that the Corporation shall advance postal services to a similar level of the services provided in the more developed countries through the following:

  • The Corporation shall operate on a commercial basis and shall have the flexibility and authorities enabling it to undertake its tasks and preparing it for privatization at a later stage.
  • The Corporation shall develop modern methods for providing postal services according to the international standards.

In pursuance of the above, the regulation granted the Corporation the legal personality and the independent financial liability and conferred on the Board of Directors thereof the widest powers to issue the financial, administrative and regulatory authorities and to have the flexibility required to overcome the obstacles to achieve such objectives.

To overcome the challenges, the Corporation developed a detailed strategic plan emanating from its following vision and mission:

Vision

To be an independently effective commercial postal operator with diverse areas of activity, operating on a commercial basis and providing high quality public services and competitive commercial products.

Mission

Providing integrated and innovative postal, financial and logistic services for enterprises and individuals, which contribute to the support of e-government and e-commerce, using the latest world technologies, the highest quality and excellence standards, and national qualified personnel.

The plan consists of three main areas:

  1. First: Strategic structure of the Corporation (networks' structure).
  2. Second: Development of business units.
  3. Third: Development of the organizational structure and work methods.

The plan aims at achieving several objectives, particularly:

  • Developing the regulatory frameworks of the postal sector and an advanced postal operation system in the Kingdom.
  • Developing postal services provided by the Corporation and updating and developing the Corporation performance in the postal market, through developing and updating operations, promoting and diversifying the existing products, customer care, raising the service level, cooperating with strategic partners to develop the important products.
  • Expanding new, profitable, and significantly growing activities, products, and services.

The strategy of the Corporation is aimed at developing the strategic structure and updating and preparing a number of its departments to be independent business units which commercially operate and cooperate with each other to provide excellent postal service at competitive and profitable prices that achieve attractive returns. Each unit is considered as a service provider authorized by Saudi Post. Therefore, some units are transformed into independent companies wholly owned by the Corporation or jointly owned with the private sector under the supervision of the Corporation after being transformed into a holding company, establishing an authority to regulate the post operation and approving the postal system.

Accordingly, the main objectives, policies and implementation mechanisms were defined as per the following tables:

​Strategic ObjectivesPoliciesImplementation Mechanisms
​51978
Strategic ObjectivePolicies and Implementation Mechanisms
1. Activating the institutional framework​
1/1 Activating the organizational framework of the postal sector:
1/1/1 Approving the postal system
2/1/1 Establishing an independent postal regulator
3/1/1 Controlling compliance with the obligations of the comprehensive service
2. Operating on a commercial basis
1/2 Transforming the Corporation to operate on a commercial basis:
1/1/2 Transforming the Corporation into a holding company, developing its executive plan, and allocating its resources
2/1/2 Developing and following up on the companies' work plans and Parenting Strategies
4/1/2 looking for opportunities for successful partnerships with the private sector
2/2 Changing front offices and distribution:
1/2/2 Implementing the work plan of front offices and distribution company
2/2/2 Improving and developing the efficiency of front offices' network
3/2/2 Assessing and developing the existing products and launching new products
4/2/2 Outsourcing postal services in residential areas
5/2/2 Developing distribution operations
6/2/2 Achieving comprehensiveness of the provided services and products through the National Address
3/2 Changing Express Mail:
1/3/2 Implementing the work plan of the Express Mail company to achieve the effectiveness of operation
2/3/2 Providing excellent service rising to the level of express mail market
3/3/2 Diversifying the express mail services and products to meet the customers' needs
4/3/2 Expanding the network of express mail offices
4/2 Changing the financial services:
1/4/2 Implementing the work plan of Ersal money transfer company
2/4/2 Conducting a study to define potential areas of financial services and preparing integrated plans for them
3/4/2 Developing payment services and other retail banking services
5/2 Changing postal services:
1/5/2 Implementing the work plan of the post company
2/5/2 Developing and launching the official urgent service
3/5/2 Developing official post services in the sites of government organizations
4/5/2 Developing and marketing postal parcel service
5/5/2 Designing and launching Prime postal service
6/2 Changing promotional mail:
1/6/2 Implementing the work plan of the promotional mail company
2/6/2 Providing promotional mail services via advertising agencies
3/6/2 Expanding the scope of services in promotional mail field
4/6/2 Developing the printing and packaging center
5/6/2 Marketing promotional mail service and the relevant services
7/2 Changing property management:
1/7/2 Implementing the work plan of the property company
2/7/2 Calculating and valuing assets and defining their investment mechanism
3. Supporting and Developing the Institutional
1/3 Developing the methodology of measuring the organizational performance
1/1/3 Following up on the implementation of the strategy and the organizational performance
2/1/3 Following up on the implementation of business units' annual operation plans and linking them with the strategic plan
3/1/1 Developing decision support systems
2/3 Raising the level of human resources' performance:
1/2/3 Designing and implementing the change program
2/2/3 Developing the mechanisms of job performance assessment
3/2/3 Applying the integrated system of human resources management and defining the career path
4/2/3 heightening the sense of loyalty and belonging and improving the work environment
5/2/3 Enabling women to play a role in the Corporation services, as appropriate to their capacities and within Islamic and social values
6/2/3 Training planning as needed
7/2/3 Designing and implementing training programs to raise the level of employees performance
3/3 Developing and updating infrastructure and technical structure to support operations:
1/3/3 Developing the structure of communication and information technology in conformity with the global best practices
2/3/3 Improving the level of information security
3/3/3 Developing smart and inclusive processing centers in postal areas
4/3/3 Developing the confirmation and delivery operations
5/3/3 Preparing a methodology to develop applications and ensure the establishment of quality standards
6/3/3 Maintaining the continuity of information technology services to support business sector
4/3 Developing the capacities of marketing and customer service:
1/4/3 Developing assessment mechanisms of marketing, public relation and CRM service agencies
2/4/3 Enhancing Customers' loyalty
3/4/3 Improving the image and developing the identity and trademark
4/4/3 Conducting market and marketing researches and studies
5/4/3 Raising the level of CSR
6/4/3 Designing and launching new products and services
5/3 Constant Development and Improvement:
1/5/3 Developing comprehensive quality
2/5/3 Activating risk management
6/3 Raising the level of security and safety
1/6/3 Developing the security level
2/6/3 Developing the safety level
7/3 Developing and regulating management and operation model
1/7/3 Maintaining and operating post facilities
2/7/3 Developing post facilities
4. Enhancing Postal Services to Support Electronic Transactions
1/4 Enhancing e-government support:
1/1/4 Expanding in providing government services and products
2/1/4 Developing and marketing products of government services
3/1/4 Developing government service platforms
4/1/4 Developing government e-mail
5/1/4 Completing addressing infrastructure
6/1/4 Registering all retail and business segments and government authorities in the National Address
7/1/4 Individuals, government authorities and business sector utilization of geographical information and services
2/4 Enhancing the support of e-commerce:
1/2/4 Developing e-commerce platforms
2/2/4 Launching e-marketing services
3/2/4 Promoting the trademark of the provided services via e-commerce platforms
4/2/4 Developing and marketing e-marketing services
​5/2/4 Expanding the geographical spread of e-marketing regionally and globally
6/2/4 Providing Value Added Services
3/4 Developing logistics service system:
1/3/4 Developing the surface postal transportation operations
2/3/4 Developing the certified air carrier operations
5. Developing Financial and Investment Resources
5/1 Increasing revenues of post and investment services and products
1/1/5 Making financial management standard model of the Corporation and its affiliated companies
2/1/5 Improving the accounting (final expenses) principles with other countries within the framework of the Universal Postal Union Convention
3/1/5 Designing and implementing management accounting system
4/1/5 Reviewing postage