Our vision

To be recognized by all customers as the first choice couriers service comparable to any private
courier company in Africa, relying on a well motivated and committed staff, using the
appropriate technology.

Tagline
lifeline to your deadline

Core Values
As it pursues its mission and vision, EMS is guided by the following core values:-

Team work
Our services hinge on teamwork, strategic alliances and communication both within our
corporation and with the community we serve.

Professionalism
We value professionalism by all employees. We develop our staff to perform their work with
expertise, dedication and care.

Integrity
To do the right thing and adhere to the highest ethical standards of honesty, transparency and
loyalty.

Entrepreneurship
We are committed to delivery to our customers innovative solutions in our key business areas. i.e
courier, financial and other related services.

Stewardship
We are dedicated to the efficient and effective use of our resources. We accept responsibility of
the public trust and are accountable for our actions

Mission
To provide prompt, efficient, reliable and secure communication, financial agency and alied
services to domestic and foreign customers for profit with passion.
TRACK RECORD
Ghana Post has computerized its services so customers who send mails by EMS can
now track the mails on its website in the comfort of their homes and offices.
The new measure aims at strengthening the company to withstand the competition
introduced by the Information, Communication and Technology (ICT).
Mr Abdel Raphieu, Managing Director of Ghana Post, said this in a speech read on
his behalf at the Sixth Quadrennial Delegates Congress of Post and
Telecommunication Retired Officers Welfare Association at Koforidua on Friday.
Mr Raphieu said with the growing competition in the postal service, the company
had adopted a growth strategy and diversified its activities by taking advantage of
its network and automation and established partnership with many organizations to
act on its behalf.
He said plans were also far advanced for the company to send SMS text messages
to letter box owners when they receive letters in their boxes on request and also for
them to pay their letter box bills at any post office.
The three-day national congress is being organized under the theme: Turning
Challenges into Opportunities.
Mr Raphieu said the domestic money transfer programme of the service had been
repackaged and introduced as the Cash Post.
He assured that management would continue to introduce more innovative services
and products, embark on infrastructural development and provide the needed
human resource base that could sustain the continuous development of the
company.

Brief introduction
Ghana Post was incorporated by an Act of parliament, Act 505 in August 1995 thereby formally
separating it from Ghana Telecom Company. By this Act of incorporation, the corporation was
expected to operate on sound commercial lines, and to be self-supporting.

In July 1999, Ghana Postal Services Corporation was converted to a limited liability company.
The conversion therefore placed the company together with similar private enterprises in the
same legal and regulatory operating environment. It therefore enabled the company to operate
successfully in a competitive commercial environment and also widened the objects of the
company as it existed under Act 505.
Since Ghana Post is a story of outstanding success, it pays tribute to entrepreneurial drive and
professional skills of our management and staff. Success has meant tremendous growth of the
company itself. Within this past years, Ghana Post has quickly established itself at the forefront
of the courier industry in the country.

Historical Development
Development of the postal service started as the Post and Telecommunication (P&T)
Department. It became a corporation with the promulgation of NRC Decree 311 of January 1974
and has subsequently gone through changes as a result of the promulgation of these acts: Act
505, August, 1993 and Act 461, July, 1993.
The Decree of Incorporation assigned the corporation the following functions:

To operate Postal Services and

To operate national and international Telecommunication Services.

To operate on sound commercial lines.

The structure drawn for the corporation under this decree provided for a Director-General with
responsibilities for postal and telecommunication services respectively.
The separation of the Post and Telecommunication in Ghana is a global trend to address the
inefficiencies in the postal sector. The sector is often unreliable and unresponsive to market
needs. In spite of these shortcomings, however, the sector represents a significant proportion of
Gross Domestic Product (GDP) and also a large employer. It is in view of this that the World
Banks Private Sector Department (PSD) started promoting worldwide postal reform concepts,

especially in developing countries. The prerequisite for this concept, rest on the separation of the
postal from the telecommunication sector in countries, where they are a single entity.
The idea of separation was therefore bought by the Ghana government and was consequently
approved by Parliament. The government, however, accepted as part of the Second
Telecommunication Project (STP) to separate the Post from the Telecoms and to restructure both
entities with the view to:

Simulating foreign investment in both entities

Expanding and improving their networks to provide commercial and social service and

Improving their managerial capacities to ensure effective and efficient operations and
maintenance of their facilities and services.

The Ghana Postal Services Corporation was consequently established as a separate entity by Act
505 of Parliament on August 31, 1995. Towards the eventual separation of the two entities, all
assets were also shared.
Ghana Post, as part of the Second Telecommunications Project benefited from a restructuring
study undertaken by a consortium of Dutch and Ghanaian consultants, Messrs Nepostel and
Lexcroft, financed by the World Bank. The government of Ghana, notwithstanding the
restructuring study converted Ghana Post to a limited liability company among other StateOwned Enterprises (SOEs) following the enactment and implementation of the Statutory
Corporations (Conversion to Companies) act 461, 1993.
POSTAL NETWORK
Ghana Post has a large network of Post Offices. There are over 315 Post Offices, 700 postal
agencies and 500 commission agencies. These offices are spread throughout the country. The
Company also has **185.000** letter boxes thereby giving more people an easier means of
receiving mails.

NEW SERVICES AND OPPORTUNITIES

In the context that we find ourselves now, Ghana Post is aware that the economic climate is
undergoing rapid changes and consumer needs are becoming more sophisticated and diversified.
Our primary mission is therefore to provide services that must meet these changing needs.
To enhance product development, Ghana Post has broadened and diversified its services through
the identification, promotion and introduction of new products and services.
In view of this, new services have been developed and introduced into the postal system to
supplement the services that the traditional post offer such as the ordinary, special and express
mail delivery services.

Ghana Post ready to overcome the challenge of modern

communication technology
Takoradi, Oct. 10, GNA The Ghana Post Company Limited on Wednesday joined
the rest of the world to celebrate World Post Day with determination to surmount
the challenges of the contemporary communication technology.
The Takoradi District Manager of the Company, Mr. Emmanuel Owusu-Yaw, told the
GNA that the company had come up with innovative services to boost its
operations.
As part of the celebration, he said officials of the company would visit second cycle
educational institutions in the Region to educate students on some of its new
services to increase patronage.
He said it had introduced services like domestic money transfer which included
Money Gram and Western Union with low service charge in addition to
internet services, the Expedite Mail Service (EMS), parcels and letters delivery to
clients.
Mr Owusu-Yaw said the company had established partnership with Senior High
Schools in the country to deliver students terminal reports and bills to their
parents and guardians as well as deliver parcels, statements of accounts of some
banks customers and hardware of some banks and institutions in view of its wide
network.
He said it had 107 staff strength with 35 offices across the Western Region and
determined to provide quality services to its clients in conformity with its mission of
providing prompt, efficient, reliable and secure communication and financial
services to domestic and foreign customers.

Mr. Owusu-Yaw said it had also established partnership with the Military, Ghana
National Fire Service and the Immigration Service whereby the enlistment forms of
such institutions were sold to the public and added that the partnership had been
successful and beneficial to all the parties involved
The Ghana Post Company is owned and operated by the Government under the
Ministry of Communications.
It provides efficient and reliable mail delivery for customers, companies and the
general public.
Development of the postal service started as the post and telecommunication (P&T)
Department. It became a corporation with the promulgation of NRC Decree 311 of
January 1974 and has subsequently gone through changes as a result of the
promulgation of Acts 505, August 1993 and Act 461, July 1993
Decree of Incorporation assigned the corporation the following functions:
Operate postal services
Operate national and international Telecommunication Services
Operate on sound commercial lines
The structure drawn for the corporation under this decree provided for a DirectorGeneral with responsibilities for postal and telecommunication services respectively.
The separation of the post and telecommunication in Ghana is a global trend to
address the inefficiencies in the postal sector, which is often unreliable and
unresponsive to market needs. In spite of these shortcomings, the sector represents
a significant proportion of Gross Domestic Product (GDP) and also a large employer.
It is in view of all this that the World Banks Private Sector Department (PSD)
started promoting worldwide postal reform concepts, especially in developing
countries.
The prerequisite for this concept rests on the separation of the postal from telecom
sectors in countries, where they are a single entity.
The idea of separation was therefore bought by the Ghana government and was
consequently approved by parliament. The government, however, accepted as part
of the Second Telecommunication Project (STP) to separate the Post from Telecom
and to restructure both entities with the view to:
Stimulating foreign investment in both

Expanding and improving their networks to provide commercial and social service
Improving their managerial capacities to ensure effective and efficient operations
and maintenance of their facilities and services.
The Ghana Postal Services Corporation was consequently established as a separate
entity by Act 505 of parliament on August 31, 1995
Towards the eventual separation of the two entities, all assets were also shared.
Ghana Post, as a part of the Second Telecommunications Project, benefited from a
restructuring study undertaken by a consortium of Dutch and Ghanaian consultants,
Messrs Nepostel and Lexcroft, financed by the World Bank.
The government of Ghana, notwithstanding the restructuring study, converted GP to
a limited liability company among other State Owned Enterprises following the
enactment and implementation of the Statutory Corporations act 461, 1993.
Vision
To provide prompt, efficient, reliable and secure communications and financial
services and products to foreign and domestic customers for profit.
The Ghana Post in its endeavour to fulfill its missions will emphasize in the
following:
Prompt Counter Service to reduce customer waiting time
Prompt delivery
Competitive Rates
Security of mailed items
Mission
To be the best postal organization in Africa.
Such mission has the following implications:
The company must consistently increase its profitability
The staff must be motivated to ensure loyalty to the organization

Quality of service as in mail transmission and delivery time customer waiting and
counter services must conforming to international standards
Appropriate and latest technology in the industry must be used to enhance
operations
Corporate Strategy
Ghana Post will adopt a growth strategy in the medium term, specifically will
diversify its activities by taking advantage of its infrastructure and network. Postal
and communication related and non-related services will, accordingly, be provided
during the plan period
Controls will be enforced to seal revenue leakages to obtain the benefits of
diversification.
The EMS will also adopt differentiation and cost leadership strategies. This
is to enable it meet intense rivalry and competition within the industry as well to
take advantage of Ghana posts wide network and infrastructure.
Services will be differentiated from competitors by
Investing in research
Having better product design
Improving quality
Improving customer service
EMS cost leadership strategy will be facilitated by its low cost of operations as
compared to its competitors. This among others is due to economies of scale
enjoyed as a result of the companys extensive network and infrastructure. It
currently has 75% local courier market share.
Potential for private investment
Postal transit hub
Ghana Post Company is wholly Ghanaian with the government holding 100% shares.
However, under the Dutch governments programme for transport and
infrastructure sector for Ghana, a postal hub is to be created at the Kotoka
International airport. The objective is to promote Ghana as a hub for the

international exchange of mails and parcels between West Africa and the rest of the
world. This will certainly improve upon the quality of mail exchange among West
African countries.
It will also foster the development of a business plan of cooperation between GP
and its Dutch partners, namely TNT International.
Economic Advantages