Programme and Budget 2016 - upu.int · Programme and Budget 2016 Programme and Budget 2016....

Finance and Strategy Directorate (DFI)

Executive Office, Strategyand Communication Directorate (DCSC)

Programme and Budget 2016

Prog

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Programme and Budget 2016 Berne 2015

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Programme and Budget 2016 Table of contents

Page Preface 5 Part I – Programmes and allocation of resources 1 Introduction 9 2 Doha Postal Strategy – Overview 10 3 Programme sheets 11 Part II – Budget 2016 1 Introduction 111 2 Programme and Budget by programme 112 2.1 Presentation of programmes 112 3 Programme and Budget presented by type of expense and revenue 116 3.1 Regular budget expenses 116 3.2 Regular budget revenues 2016 117 3.3 Level of net recurrent expenses of the Union 118 4 Assignment chart of staff posts included in the Union budget 119 4.1 Introduction 119 4.2 Assignment chart 119 5 Member countries' contributions 119 5.1 Introduction 119 5.2 Contribution unit calculation method 120 5.3 Movement of contributions 120 Part III – Attachments Attachment 1 – "Three pillar" system for financing the Union budget Attachment 2 – Union budget structure Attachment 3 – Distribution of member countries according to their contribution class Attachment 4 – Summary of budget allocation (staff M/M and other costs) – broken down by CA and POC committees List of tables Table I – Programme and Budget 2016 by programme 113 Table II – Planned investments 116 Table III – Depreciation 2016 116 Table IV – Expenses excluding depreciation 117 Table V – Summary of expenses of the UPU regular budget 117 Table VI – Summary of revenue of the UPU regular budget 118 Table VII – General summary 118 Table VIII – Assignment chart of staff posts included in the 2016 budget 119 Table IX – Movement of contributions since 1999 120

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Preface The UPU Budget (referred to as the "Programme and Budget" in the UPU Financial Regulations) is the cor-nerstone document of the Union's activities. It consists of revenue and expenditure sections broken down by activities and types. The breakdown by activities comprises goals, programmes and projects. The primary purpose is to meet the essential informational needs of the UPU stakeholders, with a view to accuracy and transparency in the allocation of human and financial resources to the various activities of the Union. The regular budget shows the amount of expenditures to be borne by member countries, as well as the contribu-tions required to fund those expenditures and the number of contribution units due from member countries. Furthermore, the introduction of IPSAS, the International Public Sector Accounting Standards, with effect from 2011 entails the implementation of an investment budget, to provide the Council of Administration with a means of deciding on the appropriateness of investments envisaged by the International Bureau. For the same reasons, since 2011 the Programme and Budget has been drawn up on an annual basis. On the basis of the provisions of the Financial Regulations, the Programme and Budget presents the pro-jects and resources to be implemented by the organization to achieve the goals of its strategic plan decided upon by the 25th UPU Congress: the Doha Postal Strategy. It includes all the expenses and revenue of the organization, with the exception of those controlled by third parties such as the autonomous translation ser-vices based at the International Bureau, the Provident Scheme, and the funds requiring only fiduciary man-agement. The 2016 Programme and Budget is based on a results-based management method; the projects are accompanied by quantifiable objectives to be achieved between now and the end of 2016, and indicators to measure achievement of those objectives. The budget estimates are based on the projects and are set through the process of systematic consultation with relevant stakeholders, resulting in a balanced and coherent budget. The budget estimates for personnel costs are based on the recently issued organizational chart of the International Bureau, while the operational costs were set in consultation with all directorates, with a view to making the most efficient possible use of limited resources. Part I of this document presents a summary of the Doha Postal Strategy and the individual programme sheets, while part II details the Programme and Budget by activity and by nature of expenses and revenue. Part III contains the attachments that further explain the "three pillar" method of financing the Union budget, and the distribution of member countries according to contribution class, and also provides a summary of budget allocation, broken down by CA and POC committees. Bishar A. Hussein Director General

Part I Programmes and allocation of resources

9

1 Introduction This part of the Programme and Budget gives an overview of the UPU work programmes for 2016 and the resources allocated to these programmes. It relates to the fourth year, for the UPU, of the implementation period of the Doha Postal Strategy (DPS). The "programme" part of the P&B follows the structure and order of the DPS's four goals and 18 pro-grammes, which are then divided into a number of projects based mostly on the activities described in the resolutions approved by Congress. The CA/POC/IB workload for 2016 is therefore divided into 18 pro-grammes directly linked to the DPS (those programmes starting with numbers 1 to 4). Programmes 5.1 and 5.2 relate to the activities of the EMS and Telematics Cooperatives. Next, programme 6.1 summarizes the activities of the UPU in the field of development cooperation. And lastly, the programmes starting with num-ber 7 relate to support activities (e.g. finance, human resources, legal advice and logistics) to be carried out by the International Bureau. The methodology used to prepare the "programme" part of the P&B is consistent with the P&B for 2013, 2014 and 2015. So, with the exception of certain support activities, each of the DPS programmes is divided into projects that are based on approved Congress resolutions. For each of these projects, the main objec-tives to be achieved are defined, along with key actions and/or indicators. The concepts of "baseline" and "target" (used in the P&B for 2013, 2014 and 2015) have been retained, as they allow for a better monitoring of the implementation of the P&B. Finally, the resources allocated for each of the projects, comprising staff and other expenses, are indicated according to their sources of funding, i.e. regular budget (first pillar) or extrabudgetary resources (second and third pillars).

10 2 Doha Postal Strategy – Overview

11 Programme 1.1

3 Programme sheets DPS goal 1

Improve the interoperability of the international postal networks. DPS programme 1.1

Enhance quality of service, reliability and efficiency of the postal networks. No. Projects Origin resolution Managed by

D1.1.1 Quality of Service Fund (QSF) C 67/2012 CA, IB (DCDEV.QSF.PROJ)

D1.1.2 Future parcel-post development strategy and associated activities – Performance improvement and service quality (see also projects 2.3.2, 3.1.2 and 4.1.2)

C 35/2012 C 36/2012 C 83/2012

POC, IB (DOT.PQI)

D1.1.3 UPU Global Monitoring System (GMS) C 39/2012 POC, IB (DOT.PMQ)

D1.1.4 Quality of service programme for 2013–2016 C 40/2012 POC, IB (DOT.PQI)

D1.1.5 Activities relating to operations and accounting – operations (see also project 2.4.1)

C 52/2012 POC, IB (DOT.NC)

D1.1.6 Work relating to transport matters C 56/2012 POC, IB (DOT.PCT)

D1.1.7 Cooperation with the airline industry C 50/2012 POC, IB (DOT.PCT)

D1.1.8 Cooperation with the civil aviation sector C 51/2012 POC, IB (DOT.PCT)

Project No.

Main objectives Key actions and/or indicators

Baseline 31.12.2012

Target 31.12.2016

D1.1.1 1 Manage all aspects of the QSF, including facilitating the submission and implementation of national, regional and global projects

a Number of QSF projects approved

553 680

b Number of QSF projects imple-mented

527 630

c Number of QSF projects evaluated

152 345

2 Manage financial aspects of the QSF, including projects aimed at improving the quality of the letter-post service in beneficiary countries

a Presentation to each POC of a comprehensive report on the management of the QSF

Evolution of QSF financial management presented through QSF projects

Presentation to POC of QSF financial man-agement

12 Programme 1.1 Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.1.1 (cont.)

3 Put in place an exhaustive pro-spective survey on the evolution of the QSF in the future

a POC approval of QSF report

Presentation to the POC of the progress of work

Survey put in place in line with the work plan

4 Update the provi-sions of the QSF regulations

a POC approval of updated QSF reg-ulations

Presentation for approval to the POC

QSF regulations brought into line with the Doha Congress decisions

D1.1.2 Manage and facilitate implementation of the parcels strategy recommended in Congress–Doc 21 1 Performance

improvement and service quality

a Definition of delivery standards and appropriate vali-dation procedures consistent with product positioning and increasing minimum perfor-mance

Initiate pilot for the validation of delivery standards for parcels

− System (BPMS) developed as a tool for validating standards and reporting is approved

− 100 DOs have their delivery standards validated

b Measuring, moni-toring and improving parcels quality of service

− New reports with automatic alert to DOs in develop-ment (exception reports)

− Online performance reports in develop-ment

− Exception and online performance reports implemented

− Parcels performance report rules fully implemented for DOs exchanging EMSEVT v3 events

c Improving the end-to-end quality of handling of customer claims and inquiries within approved deadlines

Joint participation with EMS in the development of an enhanced Internet-based inquiry system

New IBIS for parcels implemented in February 2015

d Measurement of on-time delivery performance

N/A Performance meas-urement implemented with (a)

e Capacity building using regional training approaches, forums and distance learning

Parcels training con-ducted in all regions covered by the regional approach to quality of service

− Trainpost module on parcels updated

− Regional devel-opment plans (RDPs) developed with DCDEV for all regions

13 Programme 1.1

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.1.2 (cont.)

2 Operational effi-ciency and capacity

a Implementation of new enhanced EDI messages to move towards electronic exchange across the supply chain

− Reason codes for customs events and item-delivery events integrated into minimum specifications

− Replacement of the use of EMSEVT v1.0 with EMSEVT v3 integrated into minimum specifi-cations (number of DOs exchanging: 6)

− Use of the exchange of optional messages with external stakeholders inte-grated into mini-mum specifi-cations for 2014: 100 DOs are exchanging PRECON/RESCON and 60 exchanging CARDIT/RESDIT

− Implementation of the mandatory use of PREDES v2.1 for the exchange of dispatch messages integrated in mini-mum specifi-cations for 2015

Reports endorsed by the POC

− All relevant amend-ments to Parcel Post Regulations approved by 2015 POC

− The use of PREDES V2.1 is mandatory as of 1 January 2015, and 70 DOs have implemented it

b Business require-ments for future barcode developed

N/A Input provided to POC Committee 1 in relation to parcels requirements

c Development and implementation of regional support plan with the DCDEV to improve operational capabilities

16 out of 170 DCs do not have a track and trace system in place

96% of DCs have track and trace in place and 50% meet minimum parcels performance targets

d Production and wide distribution of user guide and support manual

IBIS Operational Guide and Guide to Parcels Measurement Reports

Operational guide approved by POC Accounting Guide for Parcels updated and published



Baseline 31.12.2012

Target 31.12.2016

D1.1.3 1 Enhance quality of service and the reliability and effi-ciency of the postal networks by improving GMS, rolling out the system to more countries, and also provid-ing assistance and support to the users through a GMS improver programme

a Continue to carry out developments to improve the system and roll it out to more countries/territories

– 57 DOs participat-ing

– GMS Light devel-oped

– Refinement of technical design ensuring interop-erability with other RFID systems

– Governance struc-ture developed

120 participating DOs

b Extend the capa-bility of the system to cover end-to-end measurement to meet specific needs of GMS users, based on the "user pays" principle

GMS end-to-end pilot

c Implement auditing exercise aimed at compliance of the UPU-agreed measurement systems with the GMS technical design

Audits carried out Proposal for an external auditing programme for next cycle

d Make use of GMS RFID network for traceability of receptacles and items while also noting the UPU e-commerce initi-atives

GMS RFID network GMS RFID network traceability implemen-tation

e Continue to provide members with support to seek QSF resources or alternative funding to implement and operate GMS

Provision of assis-tance to DOs to fund participation costs in GMS through respective QSF funds

Invitation and prepara-tion of QSF global pro-ject to roll out GMS to new and currently par-ticipating countries

f Implement a GMS improver pro-gramme to provide assistance and support to GMS users to improve their outbound and inbound operations

– Workshops devel-oped

– Training of GMS users

– Definition of methodology

– Implementation of methodology

15 Programme 1.1

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.1.4 1 Enhance quality of service and the reliability and effi-ciency of the postal networks by using new innovative tech-nologies to add value and achieve sustainable improvement in the quality of postal services in order to meet customer needs and increase customer satis-faction

a Development and close monitoring of key performance indicators (KPIs) for all mail products and production of quality of service report cards for all classes of mail

– Table of KPIs developed

– UPU Quality of Service Programme report cards developed

Quality of Service Programme report cards for DOs that have given their authorization to publish all their rele-vant performance data are published on a six-monthly basis

b Implementation of the UPU quality management cer-tification system

– Certification meth-odology

– 47 DOs certified

– Implementation of the revised certification methodology; DOs invited to par-ticipate in certifica-tion

– 50 DOs are UPU-certified

c Provision of infor-mation

– Delivery standards validation methodology developed

– Letter Post Compendium online

– Emergency Information System database updated

– Methodology for delivery standards validation developed based on the parcels methodology

– Letter Post Compendium updated

– Emergency Information System database updated

d Implementation of regional projects, including those aimed at strength-ening the develop-ment of human resources

14 regional field sup-port projects imple-mented in all UPU regions

– Regional projects in all regions

– Achievement of milestones monitored

e Promoting the development of experts who will provide assistance to regions through operational audits

QS regional project managers trained in all UPU regions

Use of database of experts to conduct operational audits

f Promoting the use of the Internet-based Inquiry System (IBIS) for registered letter mail

Registered Articles Inquiry System (RAIS) implemented in the RAQUEL Project for Asia-Pacific region

Promote the roll-out of RAIS to other UPU regions to improve the quality of service for registered items

g Promote customer satisfaction assessments

UPU certification questionnaires

Promote the use of practical tools to assist DOs in assessing cus-tomer satisfaction and needs



Baseline 31.12.2012

Target 31.12.2016

D1.1.5 1 Modernize, auto-mate and enhance opera-tions and accounting proce-dures

a Promotion of PREDES/RESDES messaging and migration to PREDES v2.1

N/A Done in 2014 in part-nership with Transport Group

b Develop and implement new EDI messages to facilitate automated operations and accounting

First draft of TRACON message developed

Further develop TRACON message and develop a possible revised closed transit accounting process based on TRACON

c Coordination of CAPE and QCS databases

N/A Interconnectivity between databases established

d Harmonization of regulations and standards

Several regulations proposals already approved

Number of regulations proposals developed

D1.1.6 1 Improve security and efficiency of mail transport arrangements

a Update Postal Transport Guide

N/A Update Postal Transport Guide

b Develop and implement action plan to increase EDI use for transport operations

Limited exchanges of PREDES v2.1

– Expand use of PREDES v2.1

– Change status of PREDES v2.1 from 0 to 1

– Develop EDI message for closed transit consignments (TRACON)

c Revise Framework Agreement between designated operators and carriers in consultation with IATA

One revision done Update the Framework Agreement in con-sultation with IATA

d Develop a regional approach in coor-dination with restricted unions to treat and resolve regional problems linked to air transport and promote best practices

– One regional workshop organized in Bangkok for Asia-Pacific countries in February 2015

– Transport matters discussed at the quality of service workshop in Tunisia in August/ September 2015

17 Programme 1.1

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.1.6 (cont.)

e Promote safety and security of the postal supply chain

– Key legislation mandating security requirements aris-ing from the UPU Acts passed

– Aviation security information incor-porated into EDI messages

– Promote and imple-ment UPU security standards

– Compare the UPU security standards with the WCO and ICAO standards

– Participate in ICAO, WCO and IATA groups working on safety and security

– Implement electronic pre-advice of cus-toms information for security risk assessment

– Develop and imple-ment alarm-resolution proce-dures

– Develop and imple-ment training in the area of aviation safety and security

f Develop the new reporting tool on the second leg in the UPU Quality Control System

– The tools have been developed

– A guide to use of the tool has also been prepared; it is available in the Transport section of the UPU website

– An IB circular was issued on 9 February 2015

Popularize the tool among DOs through the quality of service workshop

g Modernize the new CN 68 general list of airmail services

Implement the deci-sions taken by the POC C 1 Transport Group to modernize the publication

Develop a tool/report-based Quality Control System, which will assist origin designated operators in consulting suitable transit operators to plan their transit operations



Baseline 31.12.2012

Target 31.12.2016

D1.1.7 1 Continue collab-oration with the airline industry, and find common opportunities for improvement of quality of service

a Re-establish the IATA–UPU Contact Committee

Two meetings of the IATA–UPU Contact Committee organized

Hold meeting of IATA–UPU Contact Committee to work on issues of common interest

D1.1.8 1 Continue collab-oration with the civil aviation sector and find common opportu-nities for improve-ment of quality of service

a Establish ICAO–UPU Contact Committee to address issues of common interest

Invitation issued to ICAO to establish committee

Request to update MOU with ICAO has been sent and UPU is waiting for comments

Conduct at least one ICAO–UPU Contact Committee meeting in 2015

Financing allocated for programme 1.1

Funding overview

Project No.

Regular budget (First pillar)

Extrabudgetary resources (Second pillar)

Extrabudgetary resources (Third pillar)

Staff (M/M)

Other expenditure

(CHF)

Staff (M/M) Other expenditure

(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D1.1.1 0 0 0 12 46.8 0 0 0 0

D1.1.2 12 10 80,000 0 0 0 0 0 0

D1.1.3 26 24 152,500 0 0 0 0 0 2,515,000

D1.1.4 36 16 232,000 0 0 0 0 0 50,000

D1.1.5 12 0.5 0 0 0 0 0 0 0

D1.1.6 6 6 35,500 0 0 0 0 0 0

D1.1.7 2 2 15,500 0 0 0 0 0 0

D1.1.8 2 2 10,000 0 0 0 0 0 0

Total 96 60.5 525,500 12 46.8 0 0 0 2,565,000

19 Programme 1.2

DPS goal 1

Improve the interoperability of the international postal networks DPS programme 1.2

Increase postal integrity and security and facilitate customs processes No. Projects Origin resolution Managed by

D1.2.1 Implementation of electronic data interchange (EDI) supporting customs, transport security and other authorities

C 49/2012 POC, IB (DOT.PCT)

D1.2.2 Work relating to customs matters C 55/2012 POC, IB (DOT.PCT)

D1.2.3 Development of supply chain standards for the postal sector

C 53/2012 POC, IB (DOT.PSP)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.2.1 1 Implementation of electronic data interchange (EDI) supporting customs and transport security

a Develop system of electronic pre-advice of customs information to enable security risk assessment

a2 Participate in and contribute to the WCO–ICAO Joint Working Group on Advance Cargo Information

a3 Develop a postal

global model for sending advance electronic messages to airlines and Customs

Participation in WCO and ICAO groups dealing with this issue

Article 9 of the Universal Postal Convention

– Develop and obtain approval of postal model for advising advance infor-mation

– Ensure compatibility with any secrecy and data protection legislation

– Establish timeline for implementation of advance information in coordination with other stakeholders such as ICAO and WCO

– The UPU is developing the model in collaboration with the other stakeholders

b Work with WCO to update Post–Customs EDI messages such as CUSITM and CUSRSP

CUSITM and CUSRSP approved

Ensure that CUSITM and CUSRSP conform to latest WCO and UPU requirements



Baseline 31.12.2012

Target 31.12.2016

D1.2.1 (cont.)

c Deploy UPU Customs Declaration System (CDS)

CDS developed and some pilot tests done

Begin rollout of CDS or equivalent system among member countries

d Enhance ability of designated opera-tors to electronically pre-advise customs data through capacity building

– Organize regional workshops

– Develop and implement computer-based training

– Develop plan for financing capacity-building measures and electronic tool usage

e Ensure coordination with WCO, ICAO and IATA efforts to support customs and transport secu-rity

The UPU participated in WCO and ICAO groups dealing with this subject

– Ensure that UPU interests and con-cerns are presented and defended at external WCO, ICAO, IATA and other relevant forums

– Raise awareness of customs and transport security requirements among UPU members and promote increased interaction between Posts and national customs and civil aviation authorities

f Develop an inter-face between CDS and ASYCUDA

Sign a memorandum of understanding with UNCTA

Take practical steps to integrate the two soft-wares

g Participate in and contribute to the joint virtual group on the UPU–WCO interface

The work was initiated under the auspices of the WCO–UPU Contact Committee

Take joint measures to promote the CDS

D1.2.2 1 Carry out work on customs matters and continue col-laboration with the WCO

a Re-establish the WCO–UPU Contact Committee

One meeting of the WCO–UPU Contact Committee organized

Hold meeting of the WCO–UPU Contact Committee to work on issues of common interest

b Expand use of the Postal Export Guide

Basic draft of Guide developed

– Revise the Guide in accordance with the POC's require-ments

– Work jointly with the WCO to promote the Guide

21 Programme 1.2

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.2.2 (cont.)

c Improve compliance with customs declarations and UPU customs pro-cedures

IB circulars issued Develop plan to implement and moni-tor compliance with customs declarations and procedures

d Update the Guidelines to Specific Annex J 2 of the Revised Kyoto Convention and seek increased adhesion of WCO member states to this Convention

Basic draft of the pro-posed changes to the guidelines developed

The 35th WCO–UPU Contact Committee will examine the final draft

e Strengthen capacity-building activities

One joint WCO–UPU customs workshop was organized for the Asia-Pacific countries in 2015

– Update UPU Trainpost module on customs

– Organize regional workshops

f Promote e-commerce among UPU designated operators

A joint WCO–UPU virtual group has been established under the WCO–UPU Contact Committee. The goal is to examine cus-toms-related issues regarding e-commerce

The terms of refer-ence of the virtual group have been agreed and concrete work will be carried out by the WCO and the UPU

g Develop customer tools to facilitate returns, duty esti-mation and pre-payment

Coordinate efforts between the WCO, UPU groups, IB pro-grammes and the Postal Technology Centre (PTC) to define and develop tools

h Develop the UPU Customs Compendium

The questionnaire has been developed

The results of the questionnaire would be displayed in the customs section of the UPU website



Baseline 31.12.2012

Target 31.12.2016

D1.2.3 Develop supply chain standards to improve security

a Evolution of standards to meet current needs

Security standards developed to status 0

Move security standards to status 2

b Align standards with ICAO Annex 17

Complete a com-parison of Annex 17 of the ICAO Standards and Recommended Practices (SARPs) for international civil aviation and the UPU postal security standards

– Follow devel-opments relating to the revision of Annex 17 of the SARPs and the related Guidance Material

– Complete a more detailed comparison of Annex 17 of the SARPs and the UPU security standards, and cross-reference the standards in the appropriate ICAO manuals

– Represent and defend UPU interests at meetings of relevant ICAO bodies

c Raise awareness of security standards and implant security culture among UPU member countries

Security standards incorporated into UPU Convention

– Develop global oversight and certification process for postal aviation security programme

– Initiate work on mutual recognition arrangements in the area of aviation safety and security

– Update computer-based training

– Develop system for measuring the adoption of security standards

d Capacity building N/A – Organize regional workshops in col-laboration with restricted unions

– Develop train the trainer programmes at the regional level

23 Programme 1.2


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D1.2.1 2 2 51,000 0 0 0 0 0 0

D1.2.2 14 12 25,500 0 0 0 0 0 0

D1.2.3 12 2.4 55,000 0 0 0 0 0 0

Total 28 16.4 131,500 0 0 0 0 0 0

24 Programme 1.3 DPS goal 1


Develop adequate standards and regulations No. Projects Origin resolution Managed by

D1.3.1 Enhanced information regarding transit policy, procedures and charges

C 54/2012 POC, IB (DOT.PQI)

D1.3.2 Glossary of terms relating to quality manage-ment – Adoption of definitions of the ISO 9000 standard (Fundamentals and vocabulary)


D1.3.3 Improving the transparency and visibility of parties responsible for international mail processing centres

C 8/2012 CA, IB (DREM.GRA)

D1.3.4 Address infrastructure strategy – development (see also projects 1.5.1 and 1.3.6)

C 48/2012 POC, IB (DOT.ASO)

D1.3.5 Continuation of the study on extraterritorial offices of exchange, international mail pro-cessing centres, and issues surrounding the designation of multiple operators in a single country


D1.3.6 Activities relating to standardization C 45/2012 POC, IB (DOT.PNC) Project No.


Baseline 31.12.2012 Target 31.12.2016

D1.3.1 1 Enhance information with a view to imple-menting transit policy, procedures and remuneration system effectively

a Review the relevant provisions in the Acts to ensure the uni-formity and clarity of transit-related terms

During the Nairobi cycle:

− the POC C 4 OARG completed the work on aligning provisions of Letter Post and Parcel Post Regulations

− POC C 2 adopted changes to provi-sions related to transit à découvert for parcels

Review of various provisions in the two Acts completed and proposals developed by Committee 1 for submission to 2014 POC in consultation with the relevant POC C 3 groups

b Enhance the Statistical and Accounting Guide

− Draft accounting guide for parcels

External consultant hired to complete review of the provision of CP 81/CP 82 information and recommendations completed

25 Programme 1.3

Project No.


Baseline 31.12.2012 Target 31.12.2016

D1.3.1 (cont.)

c Review handling costs for transit à découvert and missent parcels

N/A Review of payment protocols and pricing for the provision of closed and open transit services and recommendations prepared for approval by 2014 POC

d Develop a web-based interface on the UPU website enabling online updating of transport information by DOs, based on UPU information, procedures and documentation

N/A Feasibility study to develop and integrate database completed

D1.3.2 1 Ensure the compatibility of the terminology of the ISO 9000 standard with that of the glossary of postal terms published by the Union

a Promote the incorporation of the ISO 9000 standard (Fundamentals and vocabulary) concepts and terminology into the activities of the Quality of Service Programme, particularly in those countries requiring greater development of their quality management system

UPU certification methodology

Recruit a consultant to conduct a study and produce a report

Note. – This target does not correspond to the POC work plan

b Evaluate whether the ISO 9000 standard should be adopted as the reference text for definitions related to quality of ser-vice in the Union's documents and activities

Consultation with other directorates/ programmes con-cerned



Baseline 31.12.2012 Target 31.12.2016

D1.3.3

1 Improve the transparency and visibility of parties responsible for international mail processing centres

a Modify the IMPC code structure

N/A IMPC structure modified and proposal developed

b Proposal to modify article in the General Regulations and update the official list of UPU member countries accordingly

Proposal approved by Istanbul Congress

D1.3.4 1 Develop addressing standards as a part of actions to promote quality addressing and postcode systems as basic infra-structures for the efficient operation of postal services

a Continue to develop and disseminate the S42 standard

– 29 countries cur-rently certified

– 3 current S42 customers

– 29 templates disseminated

– 50 countries certified

– >10 S42 customers

– >50 countries' templates available

– >100 S42 tem-plates disseminated

– Increase the current number of countries and customers using S42

b Maintain the addressing products and ser-vices developed by the UPU and regularly disseminate them as widely as possible

N/A – Four updates a year of the Universal POST*CODE® DataBase

– One update a year of the Postal Addressing Systems publication

– Improve POST*CODE DataBase eLITE (GIS data)

– Improve the postal address data-audit service

c Increase the number of POST*CODE sub-scribers

40 subscribers to POST*CODE data-base

>45

15 companies incorporated POST*CODE data-base into their soft-ware

>19

480 companies using POST*CODE data

>1,000

27 Programme 1.3

Project No.


Baseline 31.12.2012 Target 31.12.2016

D1.3.4 (cont.)

d Incorporate POST*CODE databases, products and services into the letters, parcels, financial, security and customs applications developed by PTC

N/A – Enhance PTC applications to incorporate POST*CODE data

– Provide expertise for:

• CDS study

• ECOMPRO labels study

(See also project D1.3.6c)

e Develop and maintain technical services and tools for the management and maintenance of national address data files

N/A – Establish a data management system or tool

– No countries interested in the data management tool. Continue to provide technical advice for DOs' postal address data structure and improvement

D1.3.5 1 Clearer understanding of the implications of the existence of multiple DOs in a single country for international mail exchanges under the Acts of the Union

a Study of the impact of the existence of mul-tiple DOs in a single country for international mail exchanges under the Acts of the Union

N/A Study to be con-ducted

2 Producing a definitive policy concerning access to IMPC codes and other UPU products

a Study on the conditions of access for non-DOs to IMPC codes, as well as to other UPU products, in order to manage these access conditions in a properly regulated manner, and in the interests of transparency and efficiency




Baseline 31.12.2012 Target 31.12.2016

D1.3.5 (cont.)

3 Studying operational issues for terminal dues, airlines, customs, etc. and improving efficiency

a Study all operational recommendations resulting from the Interconnectivity Project Group's study and, where appropriate, implement them as quickly as possible


4 Managing the IMPC registration process and maintaining pub-lication of the ETOE policies of UPU member countries

a Continue the publication of the information on UPU member country policies concerning ETOEs

N/A Ongoing

b Maintain and publish the updated IMPC codes, and make this list readily accessible

N/A Ongoing

c Advise all operators regularly of withdrawn IMPC codes

N/A Ongoing

D1.3.6 1 Develop, improve and manage UPU standards to improve the interoperability and interconnection of national postal net-works

a Increase percentage of active standards moved to a different status within the standards approval process

6% of active stand-ards moved to a different status within the standards approval process

10% of existing standards moved to a different standard status during Congress cycle

b Increase visibility of UPU standards among designated operators, especially those of developing countries, through the publication and wide circulation of UPU standards, and through targeted information cam-paigns

N/A – Development of a standards Trainpost module (done in 2013)

– Organization of seminars and forums

– Ongoing efforts to increase readability of standards doc-ument and complement with other doc-umentation if beneficial

29 Programme 1.3

Project No.


Baseline 31.12.2012 Target 31.12.2016

D1.3.6 (cont.)

c Develop other activities related to standardization

N/A – Develop a web-based system for maintenance of IMPC codes and other related code lists

– Promote the development of standards relating to financial services, e-services, and quality of service


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D1.3.1 0.5 1 0 0 0 0 0 0 0

D1.3.2 3 0.5 0 0 0 0 0 0 0

D1.3.3 1 0.5 500 0 0 0 0 0 0

D1.3.4 0 3 55,000 0 0 0 60 24 105,000

D1.3.5 1 0.5 0 0 0 0 0 0 0

D1.3.6 12 0.6 70,000 0 0 0 0 0 0

Total 17.5 6.1 125,500 0 0 0 60 24 105,000

30 Programme 1.4

DPS goal 1 Improve the interoperability of the international postal networks DPS programme 1.4

Stimulate the use of information and communication technologies to improve access and performance No. Projects Origin resolution Managed by

D1.4.1 Postal innovation and electronic services – access and performance (see also projects 2.1.2, 3.3.2 and 4.3.2)

C 42/2012 POC, IB (DREM.EBUS)

D1.4.2 Development of philately – WNS (see also projects 3.1.6, 4.3.1 and 7.4.5)

C 38/2012 POC, IB (DREM.PPRC)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.4.1 1 Improve intercon-nectivity of inter-national postal networks

a Support UPU reg-ulations and standards; develop a multilat-eral agreement on electronic postal services

– 9 regulations (RL 253–259)

– 4 standards (S33, 39, 43, 52)

+ 2 draft standard modifications to Convention and treaty presented to Istanbul Congress

b Support multi-channel delivery of postal services; develop a toolkit for the use of mobile phones and social media to deliver postal services

N/A TBD

c Reduce the digital divide by imple-menting a pro-gramme for exchange of experts among DOs

N/A Technology transfer platform launched

2 Support access to resources and foster partnerships in the sector

a Develop a toolkit supporting Posts in developing public/private partnerships

N/A PPP guide published

b Facilitate technol-ogy transfer and the implementa-tion of common international ser-vices

N/A Technology transfer platform launched

31 Programme 1.4

Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.4.1 (cont.)

c Support develop-ment of open plat-forms

N/A Study concluded on use of cloud solutions

D1.4.2 1 Continue work on determining the most effective means of informing members and the philatelic industry of postage stamps officially issued by issuing postal authorities

a Development of the WNS

195 countries 196 countries

2 Pursue the imple-mentation of train-ing programmes for designated operators which incorporate inno-vation, techniques for developing the philatelic market, the use of new technologies, improved security techniques for the issue of postage stamps, and envi-ronmental and sustainable devel-opment considera-tions

a Organization of regional training seminars and philatelic confer-ences or round tables during international exhi-bitions

– One workshop in Morocco for Arab countries, held in June 2014

– Participation in a philatelic exhibition in Bahrain in October 2014

– Competition class and round table at the International Stamp Exhibition (Malaysia 2014) in December 2014

– Preparation of a workshop in Abidjan in November 2014 for African countries

One workshop, one round table and one competition class:

– Round table and competition class at UN headquarters in New York

– Competition class during the major philatelic exhibition NYSE 2016

– Workshop for Arab countries in Tunisia

3 Implement a strat-egy encouraging UPU member countries to include in their annual philatelic programmes global themes requested by United Nations agencies

a Centralize data in cooperation with other UN agencies and notify UPU member countries and territories by means of International Bureau circulars, emphasizing the solidarity of the themes developed

N/A Biannual circular for member countries about the global themes requested by UN agencies

32 Programme 1.4 Financing allocated for programme 1.4

Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D1.4.1 5 1 10,000 0 0 0 0 0 0

D1.4.2 0 0 0 2.5 12 177,000 0 0 0

Total 5 1 10,000 2.5 12 177,000 0 0 0

33 Programme 1.5

DPS goal 1


Promote addressing in national postal systems No. Project Origin resolution Managed by D1.5.1 Address infrastructure strategy – promotion

(see also project 1.3.4) C 48/2012 POC, IB

(DCDEV.PEC–AD) Project No.


Baseline 31.12.2012

Target 31.12.2016

D1.5.1 1 Promote the implementation of addressing and postcode systems at the national, regional and international levels

a Raising awareness: plan and organize a global addressing conference

0 1

b Promoting solidarity: develop cooperation agreements

0 2

c Improving the addressing situation: conduct research

0 2

d Fostering dialogue and seeking partnerships

0 2

2 Provide technical assistance to member countries and designated operators for implementing addressing and postcode systems

a Number of member countries with:

– Postcodes

– New postcodes

– 144 countries

– 11 territories

0

152 countries

12 territories

9

b Number of countries benefiting from technical assistance:

– Missions

– Monitoring

0

0

12

35

c Capacity development:

– Training/ workshops

– Learning materials

0 0

8

7

34 Programme 1.5 Financing allocated for programme 1.5 Funding overview Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D1.5.1 10.8 0 12,000 0 0 0 0 0 0

Total 10.8 0 12,000 0 0 0 0 0 0

35 Programme 2.1

DPS goal 2

Provide technical knowledge and expertise related to the postal sector DPS programme 2.1

Increase awareness of the role of the postal sector No. Projects Origin resolution Managed by D2.1.1 Direct mail, direct marketing, and postal

markets development C 10/2012 POC, IB

(DREM.PPAE) D2.1.2 Postal innovation and electronic services –

knowledge (see also projects 1.4.1, 3.3.2 and 4.3.2)


Project No.


Baseline 31.12.2012

Target 31.12.2016

D2.1.1 1 Increase the vol-ume and value of direct mail world-wide

a Number of direct mail items sent domestically and internationally

(DDM.PPAE currently working with DER.Statistics to update 2011 figures)

Maintain current vol-umes

2 Increase the provi-sion of direct marketing-related products and ser-vices, including direct mail, by designated oper-ators

a Number of desig-nated postal ope-rators offering direct mail and expanded direct marketing services

77% 80%

3 Build capacity and develop expertise in member coun-tries to meet cus-tomers' marketing needs, and create demand for postal direct marketing and services

a Number of training activities conducted for the benefit of desi-gnated operators

N/A 2

4 Provide direct mar-keting and market knowledge

a Number of studies and other information and research tools made available to member countries, desi-gnated operators and stakeholders

N/A 1



Baseline 31.12.2012

Target 31.12.2016

D2.1.1 (cont.)

5 Collaborate effec-tively with the industry, industry associations, postal unions and associations inter-ested in the growth and improvement of the postal direct marketing channel worldwide

a Number of projects conducted in col-laboration with other UPU groups and stakeholders

N/A 1

D2.1.2 1 Support knowledge devel-opment and transfer related to innovation and e-services

a Publish market research monitor-ing the develop-ment of e-services

E-services report 2010 Second edition of e-services measure-ment report completed

b Support communication and knowledge sharing in the sector about e-services using ICT tools and online social communication media

– Three LinkedIn groups:

1 UPU – Electronic Postal Services (479 members)

2 Ecommerce – Postal Innovations (209 members)

3 dot-post (248 members)

– Two online innovation forum webinars with USPS–OIG

– 60% increase in LinkedIn group membership

– One new channel established

– Increased collabo-ration with external research and edu-cational organiza-tions for online webinars on e-services and innovation

c Develop online training courses and toolkits to support e-services development

1 Revised course implemented in Trainpost


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D2.1.1 0 2 0 0 0 0 6 12 200,000

D2.1.2 5 0 15,000 0 0 0 0 0 0

Total 5 2 15,000 0 0 0 6 12 200,000

http://www.linkedin.com/groups?gid=2381250&trk=myg_ugrp_ovr





37 Programme 2.2

DPS goal 2


Strengthen members' capacity to implement and manage their universal service No. Project Origin resolution Managed by

D2.2.1 Continuation of UPU activities in the area of universal postal service


Project No.


Baseline 31.12.2012 Target 31.12.2016

D2.2.1 1 Organize debates on the scope and definition of the universal service obligation

a Number of countries with a universal postal service defined by law

144 159

b Number of countries implementing funding mechanisms for universal service

90 106

2 Advise member countries on the definition of their universal postal service

a Number of countries participating in annual survey concerning the monitoring and evaluation of universal service standards

173 176

b Share the results of the survey through annual publication

N/A Survey carried out and results analyzed and published

c Number of member countries/regions giving presentations concerning their definition and funding of universal service

N/A 6


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D2.2.1 2 2 2,500 0 0 0 0 0 0

Total 2 2 2,500 0 0 0 0 0 0

39 Programme 2.3

DPS goal 2


Provide market and sectoral research in response to customer and stakeholder needs No. Projects Origin resolution Managed by

D2.3.1 Markets development – Strategic drivers and issues

C 9/2012 POC, IB (DREM.PEM)

D2.3.2 Future parcel-post development strategy and associated activities – Strategy and information (see also projects 1.1.2, 3.1.2 and 4.1.2)

C 35/2012 C 36/2012 C 83/2012

POC, IB (DREM.PEM)

D2.3.3 Postal economics C 12/2012 CA, IB (DREM.PEM)

D2.3.4 Postal statistics C 12/2012 CA, IB (DREM.PEM)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D2.3.1 1 Ensure sound knowledge of postal market trends and strate-gic drivers

a Assess research work budgetary requirements and undertake the required surveys/ studies, reporting results to the UPU bodies

N/A Market research studies conducted and status or research results published once ready

2 Capacity building a Understand the needs of members regarding market research capacity building and how the UPU can pro-vide assistance

N/A Programme to assist members in market research capacity building

3 Making the UPU a "knowledge cen-tre" for information on the postal mar-ket.

Based on needs for information on the postal market identi-fied through POC Committee 2, build an online platform via the UPU website to give member countries access to postal mar-ket-related information and research results

N/A Section of UPU web-site containing case studies and knowledge materials created



Baseline 31.12.2012

Target 31.12.2016

D2.3.2 Manage and facilitate the implementation of the parcels strategy recommended in Congress–Doc 21 1 Parcel product –

Strategy and information

a Drafting of the integrated product plan (IPP) for UPU physical products (letters, parcels, EMS)

Strategic intent in Congress–Doc 21 provides high-level direction and value proposition for parcels

Draft Congress–Doc on IPP submitted to 2016 POC for endorsement and to Congress for approval

D2.3.3 1 Develop a modern data analytics framework relying on big postal data

a Analytical platform established

Mobilization of big postal data

Availability of a mod-ern postal data ana-lytics platform

b Percentage of data utilized through new ana-lytical platform

2 Develop market intelligence tools and applications

a Number of tools, applications, indi-cators and publi-cations

Evaluation of needs First testing of big postal data analytics tools and applications

b Number of users of tools, applica-tions, indicators and readers of publications

3 Develop policy evaluation tools

Policy evaluation tools presented to and endorsed by the 2016 POC

4 Develop integrated postal indicators

Integrated postal indi-cators presented to and endorsed by the 2016 POC

5 Develop postal market and postal sector analysis: selected structural and cyclical issues (e.g. exchange rate misalign-ments, etc.)

Postal market and sector analysis pre-sented to and endorsed by the 2016 POC

D.2.3.4 1 Revision of statisti-cal yearbook and other postal statis-tics publications

a Number of users of UPU postal sta-tistics

Statistical yearbook published

Statistical yearbook updated

41 Programme 2.3


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D2.3.1 12 2 48,000 0 0 0 0 0 0

D2.3.2 6 6 15,000 0 0 0 0 0 0

D2.3.3 14 2 16,500 0 0 0 0 0 0

D2.3.4 14 2 11,000 0 0 0 0 0 0

Total 46 12 90,500 0 0 0 0 0 0

42 Programme 2.4

DPS goal 2 Provide technical knowledge and expertise related to the postal sector DPS programme 2.4

Develop statistical and analytical/cost accounting procedures No. Project Origin resolution Managed by D2.4.1 Activities relating to operations and accounting

– Accounting (see also project 1.1.5) C 52/2012 POC, IB

(DOT.PNC) Project No.


Baseline 31.12.2012

Target 31.12.2016

D2.4.1 1 Adapt automated accounting proce-dures to generate statistical and analytical account-ing reports

a Enhance existing reports

b Develop new reports

N/A Examination of issue by POC OARG in 2014


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D2.4.1 9 0.6 0 0 0 0 0 0 0

Total 9 0.6 0 0 0 0 0 0 0

43 Programme 2.5

DPS goal 2


Provide information and expertise to foster cooperation among stakeholders No. Projects Origin resolution Managed by

D2.5.1 Restricted unions – Further strengthening of coopera-tion between the UPU and restricted unions


D2.5.2 Postal market development – Worldwide postal trade facilitation for micro, small and medium enterprises (MSMEs) – Stakeholder engagement (see also projects 3.1.1 and 4.3.3)


D2.5.3 Consultative Committee – Further strengthening of its role in all UPU activities

– POC, IB (DREM.GRA)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D2.5.1 1 Further strengthen cooperation between the UPU and restricted unions

a Strengthen inter-action among the restricted unions to promote the sharing of best practices, and share information with all UPU member countries, under the guid-ance or control of the CA and POC

N/A Co-organize at least one regional confer-ence a year

b Endeavour to establish regional goals and per-spectives to fur-ther develop and promote the postal sector

N/A See above

c Continue to con-tribute to the development of the UPU strategy through participa-tion in the strategy round tables

N/A TBD



Baseline 31.12.2012 Target 31.12.2016

D2.5.1 (cont.)

d Actively participate in the activities of the UPU in coop-eration with the International Bureau, thus con-tributing to the attainment of the UPU mission and objectives

N/A See above and in conjunction with the RDP

e Continue to ensure the imple-mentation of RDPs as a key element of postal sector improve-ment at a regional level

N/A See above

f Coordinate with the restricted unions by organ-izing regular restricted union meetings during the sessions of the two councils and submitting reports of these meetings to the CA

N/A On basis of requests from restricted unions/DCDEV

D2.5.2 1 Organize and hold a global confer-ence and regional workshops on trade facilitation ensuring the engagement and participation of key stakeholders

a Outcome report of the global confer-ence and any regional events on postal trade facili-tation

N/A Global conference on postal trade facilitation organized and held successfully

D2.5.3 1 Consultative Committee – Promote and strengthen exter-nal stakeholders' participation in UPU activities

a Identify ways to increase interest of external stake-holders in the work of the UPU; organize real debate(s) within the CC framework; measure the CC's contribution to the work of the coun-cils

– CC plan of activities for 2011–2013 implemented

– CC members repre-sented on key POC and CA groups

Accomplished throughout Doha cycle

45 Programme 2.5

Project No.


Baseline 31.12.2012

Target 31.12.2016

D2.5.3 (cont.)

b Ensure participation of external stake-holders in UPU activities and events

CC participation in UPU internal con-ferences or forums

Accomplished throughout Doha cycle

XXX XXX XXX


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D2.5.1 1 2 9,000 0 0 0 0 0 0

D2.5.2 2 2 47,000 0 0 0 0 0 0

D2.5.3 4 4 5,000 0 0 0 0 0 80,000

Total 7 8 61,000 0 0 0 0 0 80,000

46 Programme 3.1

DPS goal 3

Promote innovative products and services (developing the three-dimensional network) DPS programme 3.1

Modernize and diversify postal products and services No. Projects Origin resolution Managed by

D3.1.1 Postal market development – Worldwide postal trade facilitation for micro, small and medium enterprises (MSMEs) – Project replication (see also projects 2.5.2 and 4.3.3)


D3.1.2 Future parcel post development strategy and associ-ated activities – Product enhancement (see also pro-jects 1.1.2, 2.3.2 and 4.1.2)

C 35/2012 C 36/2012 C 83/2012

POC, IB (DREM.PEM)

D3.1.3 Innovation as key to a vibrant and effective postal ser-vice


D3.1.4 Exploiting the postal opportunities offered by the growth of e-commerce through the remodelling and modernization of the UPU lightweight package ser-vices (small packets, lightweight parcels and EMS items)

C 32/2012 CA, IB (DREM.PEM)

D3.1.5 Future work on letter post development and supple-mentary remuneration

C 37/2012 CA, IB (DREM.PEM)

D3.1.6 Development of philately – Product development and modernization (see also projects 1.4.2, 4.3.1 and 7.4.5)

C 38/2012 POC, IB (DREM.PPRC)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.1.1 1 Replicate Exporta Fácil initiative in other regions and build partnerships with international and regional organizations involved in trade facilitation policies and country capacity development

a Using the Exporta Fácil initiative and the work already done in this area to identify, through the MSME Business Development Group (POC C 2/ CA C 4), ways to expand it to other countries

– Number of organizations working with the UPU to facilitate MSMEs' exports through the postal channel

N/A Launch pilot projects Proposed list of partners for consideration by the CA for formal collaboration with the UPU

47 Programme 3.1

Project No.


Baseline 31.12.2012 Target 31.12.2016

D3.1.2 Manage and facilitate the implementation of the parcels strategy recommended in Congress–Doc 21 1 Parcel product –

Product enhancement

a Adoption of recommendation on definition and market positioning of the postal parcel product within the overall postal services strategy

N/A Recommendation developed and submitted to 2016 POC

b Adoption of minimum specifications for parcels for the period 2013−2016

Minimum specifi-cations 2013–2016 prepared by the Parcels Interim Working Group (PIWG) for endorsement by 2016 POC

Specifications updated and endorsed by 2016 POC

c Development of the addition of delivery options as part of the enhancement of the e-commerce delivery solution

E-commerce strategy document tailored to e-retailing needs developed in coordination with relevant C 3 groups

Proposals for further enhancement submitted to 2016 POC for endorsement

d COD services redeveloped to ensure viability and compatibility with financial services

Integration of the COD services provisions into the Postal Payment Services Agreement approved by Congress

– Updated COD form endorsed by 2016 POC

– Review of postal aspects of the COD service complete with recommendations for its moderniza-tion

e Study on access to domestic delivery options

N/A Proposal to expand delivery options for parcels submitted to 2016 POC

D3.1.3 1 Promote the development and use of innovative practices, products and services in POC programmes and among member countries

a Member countries' adoption of innovative practices, products and services

N/A Completed second edition of e-services measurement report

b Postal employees' contribution to innovative thinking and ideas

N/A Two webinars conducted



Baseline 31.12.2012

Target 31.12.2016

D3.1.3 (cont.)

c Conduct a study on the opportunities for development of cross-border hybrid mail solutions; define the conditions under which they may be implemented

N/A Study completed and report on pilot presented to POC

2 Increased knowledge of innovative practices, products and services

a Solicit information from member countries, DOs and their employees and the restricted unions

N/A Case study database established

b Disseminate infor-mation through various UPU media

N/A UPU portal launched

D3.1.4 1 Promote the use of unregistered small packets to meet the needs of e-commerce customers

a Assess DOs' needs through an internal study

Develop the concept – Analysis of the results from the study on unregistered small packets completed

– Draft proposals for 2015 POC

b Assess market needs

Develop the concept Report from the study

D3.1.5 1 Modernize and integrate the UPU lightweight package services (small packets, lightweight parcels and EMS) to tap into e-commerce opportunities

a Create a portfolio of basic and supplementary services that is more integrated and responsive to market opportunities.

Develop the concept Draft proposals for 2016 POC

2 Manage and develop the supplementary letter post remuneration programme

a Review and further develop the programme and seek ways to encourage participation

Number of participants:

– Registered = 41

– Insured = 34

– Express = 17

Total = 41

Number of participants:

– Registered = 45

– Insured = 37

– Express = 19

Total = 45

b Develop specifications for an Internet-based inquiry system (IBIS)

Concept developed IBIS implemented by end of 2016

49 Programme 3.1

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.1.5 (cont.)

c Establish appropriate governance procedures that enable participants to become fully involved in the administration of the programme, as well as cost-sharing formula for participation

Governance framework in place by end of 2016

3 Develop an elec-tronic advice of delivery service

a Develop service based on best practice

Congress proposals to allow for exchange of electronic advice of delivery for letter-post items

Develop proposals for 2016 POC

D3.1.6 1 Pursue dialogue with philatelic sector partners and coordinate activities aimed at developing philately

a Presentation to the 2016 UPU Congress of a report on the activities undertaken and the results obtained

Creation of project teams and devel-opment of surveys on diverse philatelic fields:

– Working group 1: Philatelic press and postal operators

– Working group 2: Training programmes

– Working group 3: Market development and trends – WNS

– Working group 4: Modern stamps – Technological innovations

Presentation of the progress of work at the 2016 WADP General Assembly

b Reflection on the future of the WADP: possible new rules

Role and operations of the WADP: necessary adaptations if needed

Presentation of the results of consultation of members on the new WADP rules



Baseline 31.12.2012

Target 31.12.2016

D3.1.6 (cont.)

2 Study the possibility of a single postage stamp registration system at the UPU International Bureau and envisage a merger of the WNS and the postal stamp exchange service (article RL 113 of the Letter Post Regulations) aimed at reducing costs for the designated operators of Union member countries and for the International Bureau

a Amendment of the Letter Post Regulations (arti-cle RL 113)

Proposal made during the POC in Berne (POC 2012.1–Doc 12g) and adopted during the UPU Congress in Doha (resolution C 38/2012)

– Report the results to Congress in 2016

– Elements of study included in working group 3


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D3.1.1 5 2 8,000 0 0 0 0 0 0

D3.1.2 8 4 40,000 0 0 0 0 0 0

D3.1.3 1 0 0 0 0 0 0 0 0

D3.1.4 9 6 0 0 0 0 0 0 0

D3.1.5 7 2 25,000 0 0 0 0 0 0

D3.1.6 0 12 26,000 0 0 0 0 0 0

Total 30 26 99,000 0 0 0 0 0 0

51 Programme 3.2

DPS goal 3 Promote innovative products and services (developing the three-dimensional network) DPS programme 3.2 Stimulate market growth through the use of new technologies No. Project Origin resolution Managed by

D3.2.1 Development of the .post project C 43/2012 POC, IB (DREM.EBUS)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.2.1 1 Develop and support governance structure

a Creation of a .post group responsible for financing and managing the project

Agreed at POC constituent meeting

50 members

b Continue develop-ment of the Domain Management Policy

Version 1, 2011 Version 2

c Maintain contacts with ICANN

Daily e-mails, weekly phone calls, 1 meeting

– Enhanced contract

– 2 meetings

2 Support technical implementation and functioning of the Internet infrastructure

a Conclude and monitor contracts with technology providers

2 providers 54 service providers

b Coordinate the technical implementation with the member countries

2 members imple-mented

25 members implemented

3 Management of .post project

a Continue to raise awareness on the business and social opportunities of .post

Workshops and brochure

– Marketing strategy and materials produced

– New .post information portal developed

– Competitive monitoring report published

b Ensure sustainable financing of the project

N/A Revised revenue model approved by General Assembly



Baseline 31.12.2012

Target 31.12.2016

D3.2.1 (cont.)

c Support collaboration among members

N/A – Four international workshops

– Four regional forums

4 Support development of the application

a Support interconnection among electronic services of the members on .post

0 One interconnected service (PREM test suite) implemented and one being tested by members

b Develop international electronic applica-tions on .post

One – global track and trace

Seven – DNSSEC, IDN, webshop for philately, global track and trace (gtt.post), ips.post, cds.post, ifs.post + two new applications offered


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D3.2.1 0 0 0 0 0 0 24 12 260,000

Total 0 0 0 0 0 0 24 12 260,000

53 Programme 3.3

DPS goal 3 Promote innovative products and services (developing the three-dimensional network) DPS programme 3.3

Facilitate international e-commerce No. Projects Origin resolution Managed by

D3.3.1 Development of e-commerce C 31/2012 POC, IB (DREM.EBUS)

D3.3.2 Postal innovation and electronic services – market growth (see also projects 1.4.1, 2.1.2 and 4.3.2)


D3.3.3 Promoting cross-border e-commerce transactions


D3.3.4 Unregistered small packets weighing up to two kilogrammes generated by e-commerce


Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.3.1 1 Develop and manage an e-commerce cus-tomer forum

a Customers and operators to interact on regular e-commerce growth

N/A Completed in 2014

2 Collaborative product development (letters, parcels, EMS) to address customer needs

a Enhance UPU products and services to facilitate e-commerce growth

N/A – Provide expert recommendations on C 3 PSIG e-commerce product

– Collaboration with large international customer (e.g. eBay, Amazon, Alibaba, etc.) for customer input

3 Creation and exchange of knowledge and capacity building

a Gather and disseminate knowledge, tools and best practices

N/A Case study database established

4 Supply chain integration to provide a cross-border solution linking all partners in the value chain

a Develop a cross-border business-to-customer solution for all partners in the value chain; eliminate regulatory and network obstacles

N/A Revised UPU e-commerce guide published and ECOMPRO portal created



Baseline 31.12.2012

Target 31.12.2016

D3.3.1 (cont.)

5 Capacity building through concerted action by regulators, governments and operators to raise the priority of e-commerce strategies

a Provide the means and possibilities for regulators, governments and operators to collaborate on e-commerce strategies

WSIS action line C 7 – Three forums in partnership with international organizations (UNCTAD, ITC and WTO)

– Follow up of 2015 UN report on e-commerce for developing countries

D3.3.2 1 Support the development of new international services

a Encourage the transition to paperless postal operations including accounting and settlement amongst Posts and their partners

N/A TBD

b Develop international online physical address management services

N/A TBD

D3.3.3 1 Discuss how Posts could ensure the effective development of cross-border e-commerce strategies

a Forum or symposium organized during POC sessions, with members invited to share their experiences

N/A See 3.3.1 (1)

2 Encourage govern-ments, postal operators and the UPU to take action by implementing an international e-commerce facili-tation strategy

a National postal regulators or operators experi-encing relatively fast and sound cross-border e-commerce development

N/A See 3.3.1 (4)

3 Strengthen policy and technology cooperation between the postal sector, customs and other agen-cies, constantly increase the secu-rity of cross-border e-commerce ser-vices, and enhance user trust

a UPU action plan on cross-border e-commerce development

N/A – Proposal approved by Istanbul Congress

– UPU CDS interface with UNCTAD ASYCUDA and one DC pilot project involving local Customs and Post established

55 Programme 3.3

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.3.3 (cont.)

4 Put in place infor-mation acquisition channels

a Regular distribution by IB of inquiry form to member countries, and publication of results

N/A See 3.3.1 (3)

D3.3.4 1 Develop a track and trace service to improve customer satisfaction and respond to need for unregistered small packets

a Conduct a study on how to provide customers with adequate information on the attributes of the small packets service for unregistered items weighing up to two kilogrammes

N/A Recruit a consultant to carry out the study

b Propose a communication mechanism for designated operators and e-commerce businesses

N/A Recommendation for a communication mechanism developed


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D3.3.1 5.5 0 20,000 0 0 0 0 0 0

D3.3.2 5 0 10,000 0 0 0 0 0 0

D3.3.3 2.5 0 0 0 0 0 0 0 0

D3.3.4 1 1 0 0 0 0 0 0 0

Total 14 1 30,000 0 0 0 0 0 0

56 Programme 3.4

DPS goal 3 Promote innovative products and services (developing the three-dimensional network) DPS programme 3.4

Continue development of postal networks along three dimensions No. Projects Origin resolution Managed by

D3.4.1 Development of postal financial services C 23/2012 POC, IB (DOT.SFP/ DCDEV.PARFISD)

D3.4.2 Development of UPU regulations on postal accounts C 22/2012 POC, IB (DOT.SFP)

D3.4.3 Creation of a UPU worldwide clearing and settlement system for postal payment services

C 20/2012 POC, IB (DOT.SFP)

D3.4.4 Management and development of the UPU worldwide electronic postal payment services network

C 21/2012 POC, IB (DOT.SFP)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.4.1 1 Develop the UPU worldwide network of efficient, reliable, secure and affordable electronic postal payment services

a Increase the number of UPU network users, interconnections with other systems and exchange corridors for elec-tronic postal pay-ments and postal payment services

64 countries con-nected to the Worldwide Electronic Postal Payment Network (WEPPN) and over 250 corridors in production

Have 78 countries connected to the WEPPN and open over 400 corridors

b Multilateral agree-ment: application of the multilateral agreement by countries

– Electronic compendium: use by member countries of the e-compendium

– Implementation of the new electronic compendium version

– Deployment of the Internet-based inquiry system in production third quarter 2015

– Multilateral agree-ment: structure approved by 2012.1 POC

– Electronic com-

pendium: structure approved by 2012.1 POC and development finalized

– Internet-based

Inquiry system: structure approved by 2012.1 POC

– Multilateral agreement: Application by five countries

– Electronic com-

pendium: revised version in production and used by 20 countries

– Internet-based

inquiry system: in production in five countries

57 Programme 3.4

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.4.1 (cont.)

– Final changes approved by POC 2015.1 and put in production third quarter 2015

c Registration of the collective trademark for electronic PPS in the various regions and countries

– 2011 CA – decision taken on the restricted registration of the UPU collective trademark

– 2015.1 POC took note of the collective trademark registration in the Madrid system

– Registration process finalized for countries covered by the Madrid system

– Registration process finalized in countries not covered by the Madrid system that applied for the use of POSTRANSFER

– Adoption of the trademark by 25 countries

d Implement quality of service standards for PPS

2013.2 POC approved quality of service standards for PPS

Quality of service standards for PPS in force

2 Provide member countries with tech-nical assistance to ensure the development of the postal network and promote financial inclusion

a Support to the work of the FIPG

Two meetings organized

– Final implemen-tation of the PFIPG work plan 2013–2016

– Congress decisions on PFI

b Support to member countries for technical assistance

Six missions carried out

UPU strategy designed and implementation phase started

c Prepare the new version of the Global Panorama on Postal Financial Inclusion

N/A Global Panorama prepared and published

D3.4.2 1 Study the development of UPU regulations on postal accounts and formulate recommendations to the next Congress

a Organize an annual discussion forum with the central banks and/or oversight authorities of the member countries that signed the Postal Payment Services Agreement to gather best practices and analyze relevant information

– Three forums organized during the past cycle

– One workshop organized in November (during CA 2014.1)



Baseline 31.12.2012

Target 31.12.2016

D3.4.2 (cont.)

b Establish principles governing the collection of funds, and the opening, maintaining and closing of accounts, in collaboration with the central banks and/or oversight authorities

Provisions on postal accounts presented in Doha 2012

Continue development of recommendations on postal account regulations

c Define the link between the postal payment services and basic postal accounts

Recommendation of Doha Congress

– Develop 2 pilot projects for cash-to-account and account-to-cash postal payments

– Analyze results of pilot projects

d Formulate recommendations to the next Congress, with a view to including provisions on postal accounts in the UPU Acts

Recommendation of Doha Congress

(See point 3.4.2 (b) above)

D3.4.3 1 Continue to work on the creation of a UPU worldwide clearing and settlement system (CSS) for postal payment services applicable to all Union member countries

a Extend the system worldwide

– Pilot CSS put into production in September 2012 between Latin America countries and Spain

– PPS*Clearing group's RoP and business plan endorsed for presentation to CA 2015 for its approval

– Develop the extension of the CSS to six more countries in other regions

– Invite other countries/regions to join the CSS

D3.4.4 1 Creation of a new management body, the POSTRANSFER Group (PTG), to ensure efficient development and management of the UPU's worldwide electronic payment network

a Start of POSTRANSFER Group's activities under the POC:

– Development and approval by the CA and POC of revised business and action plans

2013.1 POC: First draft of the internal regulations for the new management body, as well as its business and action plans prepared and published

Set of revised business and activity plan proposals developed and approved

59 Programme 3.4

Project No.


Baseline 31.12.2012

Target 31.12.2016

D3.4.4 (cont.)

– Administration of the PTG: inclusion of new members, management of budget, UPU trade-mark, PPS multilateral agreement and devel-opment of quality-based remunerations

The 2015.1 POC endorsed the PTG's RoP, business and action plans for submission for final approval on the creation of the PTG and its framework to 2015.1 CA

New members engaged in the user group

b Modernization of electronic postal payment services

− Create new COD payment services

– Provisions on COD postal payments included in 2012 Postal Payment Services Agreement at Doha Congress

– Pilot COD projects implemented in two countries

− Creation of UPU postal payment services based on mobile tech-nology

– Pilot connection development started in 1 country

– Pilot UPU postal payment services based on mobile technology imple-mented


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D3.4.1 24 5.4 222,000 0 0 0 0 0 492,000

D3.4.2 2 2 0 0 0 0 0 0 0

D3.4.3 2 2 0 0 0 70,000 0 0 0

D3.4.4 10 5 5,000 0 0 0 0 0 0

Total 38 14.4 227,000 0 0 70,000 0 0 492,000

60 Programme 4.1

DPS goal 4 Foster sustainable development of the postal sector DPS programme 4.1

Improve remuneration systems between designated postal operators No. Projects Origin resolution Managed by

D4.1.1 Future work on the terminal dues system for 2018–2021

C 57/2012 and C 77/2012

CA, POC, IB (DREM.REM)

D4.1.2 Future parcel post development strategy and associated activities – Prices and incentives (see also projects 1.1.2, 2.3.2, and 3.1.2)

C 35/2012 C 36/2012 C 83/2012

POC, IB (DREM.REM)

D4.1.3 Definition of a sanctions mechanism for non-payment of ongoing, long-term debts related to general accounts (CN 52) between designated operators


D4.1.4 Continuation of work on postal revenue protection

C 61/2012 POC, IB (DOT.PSP)

D4.1.5 Future work on letter post development, sup-plementary remuneration and development of QS link to terminal dues

C 37/2012 POC, IB (DREM.REM; DOT.PMQ for objective 2)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.1.1 1 Support transition system countries with actions in the regional development plans

a Actions to improve:

– operations

– statistics and accounting

– training

Concept development – Actions approved

– Projects developed

– Project being implemented with restricted unions

2 Establish relationship between costs of handling inbound mail and domestic tariffs

a Study on the cost of handling inbound mail as a percentage of domestic tariffs

Concept development Congress proposal on TD system approved by Istanbul Congress

3 Review the formula for converting domestic tariffs into terminal dues rates

a Examine the main aspects of the system:

1 Number of formats and tariffs of refer-ence

2 Percentage used

3 Conversion formula

Resolution C 57/2012 Congress proposal on TD system approved by Istanbul Congress

61 Programme 4.1

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.1.1 (cont.)

4 Caps and floors

5 Access pricing

6 Harmonization with other remuneration systems

4 Ensure QS Link requirements for existing and new target countries

– Set standards and targets

– QS reports

– QS adjusted rates

– Develop the UPU QS link to terminal dues (project 3 of Congress–Doc 20a)

2011 resolution Recommendations developed and approved, and decisions implemented and managed

D4.1.2 Manage and facilitate the implementation of the parcels strategy recommended in Congress–Doc 21 1 Price and

incentives

a Progress of inward land rates (ILRs) review and recom-mendations on reforming the system endorsed by the POC (2013)

Report from the Parcels Interim Working Group (PIWG) with rec-ommendations

Recommendations from C 3 Parcel Post Remuneration Group (PPRG) approved by 2016 POC for 2017 ILRs

b Implementation of adjusted ILRs approved (2014)

Recommendations from the PPRG in relation to the base rates and linking of payment to the achievement of performance targets

– Recommendations on amended ILRs bonus features prepared for approval by 2016 POC –Recommendations of PPRG approved by 2016 POC and further developed by the joint ad hoc group (PPRG, PPQMIG, PSIG)

– 2016 ILRs assessed and impact document prepared twice a year

c Evaluation of pricing mechanism related to lightweight parcels completed

Study on pricing mechanism for lightweight parcels (5 kg and below) in both postal and other markets with rec-ommendations for flexible pricing options

d Review of payment system for parcels in open and closed transit (including missent items) completed

Review completed by the PPRG with recommendations for changes, if any, submitted to the 2016 POC



Baseline 31.12.2012

Target 31.12.2016

D4.1.3 1 Determine the sanctions applicable between designated operators in case of non-payment of international postal accounts (CN 52 general accounts)

a Identification of background factors

N/A Consultation of RIPG members and observers

b Development of proposals and analysis of impacts

N/A Draft proposals developed

c Proposal on sanctions and implementation programme

N/A Proposal submitted to Istanbul Congress

D4.1.4 1 Strengthen regional and online training activities that raise awareness of revenue protection issues and solutions among senior managers and experts

a Number of experts and managers trained (online, workshops, etc.)

N/A TBD

2 Initiate audits and certification pro-grammes

a Number of coun-tries implementing revenue protection programmes as a result of audits or as part of prepara-tion for certification programmes

N/A TBD

3 Encourage, monitor or support pilot tests of innovative revenue protection solutions

a Number of pilot tests conducted under the auspices of the UPU

N/A TBD

D4.1.5 1 Review and mod-ernize the condi-tions and database for direct access services

a Collect data from members and update the data-base on the UPU website

Database and operational guide implemented and managed since 2004

Database updated on the UPU website

b Send database in CD-ROM once a year

63 Programme 4.1

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.1.5 (cont.)

2 Manage the existing data exchange programme

a Ensure data collection stability and reporting, and advise participants on requirements to get supplementary remuneration

Programme implemented and managed since 2011

– Monthly reports sent to participants

– Participants' queries dealt with and resolved

b Ensure performance reports are informative so that DOs improve service quality levels

Annual reports with calculated supplementary remuneration sent to participants by April 2015

3 Manage and further develop the QS Link

a Establish efficient procedures for addressing participants' issues

QS Link implemented in 2005

QLUG established in 2007 and expanded in 2010, following the implementation of the GMS technical design

Proposal adopted by QLUG

b Define parameters to enable validation of performance results

Proposal adopted by QLUG

c Encourage countries to participate in the QS Link

Continuous communication between IB and UPU members

d Improve governance and regulatory framework

Proposal endorsed by QLUG for submission to 2016 POC


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D4.1.1 18 5 25,000 0 0 0 0 0 0

D4.1.2 12 5 17,000 0 0 0 0 0 0

D4.1.3 1 1 0 0 0 0 0 0 0

D4.1.4 2 0 0 0 0 0 0 0 0

D4.1.5 8 4 3,000 0 0 0 0 0 0

Total 41 15 45,000 0 0 0 0 0 0

64 Programme 4.2


Strengthen the UPU's capacity to respond appropriately to changing needs in the market No. Projects Origin resolution Managed by

D4.2.1 Measures to be taken for the efficient management of the UPU budget

C 5/2012 CA, IB (DFI/DREM.GRA)

D4.2.2 Promotion of more efficient decision making – UPU policy on better organization of meetings of Union bodies, better document management and e-publications


D4.2.3 Management of the work of the Union – Further reform of the UPU


D4.2.4 General revision of the Convention and its Regulations to make the POC a more efficient and swifter decision-making body


D4.2.5 Conference on postal regulation C 13/2012 CA, IB (DREM.GRA)

D4.2.6 Interconnection of wider postal sector external stake-holders to UPU products and services


D4.2.7 Continuation of the study on the possibility of estab-lishing a permanent Universal Postal Convention after the 25th Congress


D4.2.8 Support costs for user-funded subsidiary body activi-ties

C 16/2012 CA, IB (DREM.GRA/DFI)

D4.2.9 Study of the definitions of terms and expressions under article 1 of the Universal Postal Convention


D4.2.10 Study of the use of the term "postal service(s)" in the Acts of the Union


D4.2.11 Study of the use of the term "letter-post items" in the UPU Constitution


Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.2.1 1 Ensuring the best allocation of resources to the projects and activi-ties to be included in the annual Programme and Budget

a Develop and intro-duce, at the beginning of the Doha cycle, a prioritization mechanism for the activities set out in the UPU Doha Business Plan 2013–2016 approved by Congress

N/A Completed in 2014

1 C 68/2012 is a merger of three proposals (original numbers 70, 71 and 82) approved by the 25th Congress.

65 Programme 4.2

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.2.1 (cont.)

2 Diversifying the sources of funding with a clear and established policy and guidelines

a Clearly define core services (those related to the mandatory services in the Acts and Regulations), versus non-core services (those related to the optional services in the Acts and Regulations)

To be completed in 2014


b Draft guidelines regarding the "par-ticipant-funded" principles for UPU products and services according to a cost-coverage concept

To be completed in 2015; requires development of cost coverage con-cept under D4.2.8


c Present guidelines for approval to CA

N/A Guidelines presented by 2015

D4.2.2 1 Establish and implement the UPU's e-publishing policy for all existing publica-tions as quickly as possible

a Review all UPU publications to identify the member countries' needs for each publication

N/A Review of UPU publications accomplished

b Study the possible electronic publishing of all UPU publications, except where a member country requests, in writing, a hard copy of a specific publication

E-publication of meeting documents already implement-ed

E-publication policy established by early 2014

c Implement the e-publication policy during the Doha cycle and report on the results to the 2016 Congress

N/A E-publication policy implemented since 2014

D4.2.3 1 Evaluate the organization, structure and running of UPU permanent bodies

a Study all functions of the Council of Administration and the Postal Operations Council with a view to defining those of a governmental nature and those of an operational nature

N/A Proposal presented to the Congress



Baseline 31.12.2012

Target 31.12.2016

D4.2.3 (cont.)

b Draw a clearer distinction between the bodies' respective roles and improve the work of the UPU, taking into account the Doha Postal Strategy

N/A Systematic review of the Acts accomplished and proposals developed

2 Study and implement all possible means of improving the man-agement of the Union's work in all areas

a Undertake a study on the status, operation, activities and mission of the Postal Operations Council

N/A Study conducted

b Study the system of designation/ election of the directors of the subsidiary bodies by the users, either ad personam, or as member country representatives

N/A Proposals to be developed for comments

c Implement a policy that promotes greater participation among stakeholders on the basis of the "3 Cs" model and establish related principles of governance

Not yet undertaken Congress proposal submitted to Istanbul Congress

d Review the functions of the International Bureau defined by article 20 of the Constitution and the associated provisions of the General Regulations, in order to allow it to address the changes within the postal sector

N/A Proposals to be developed for comments

67 Programme 4.2

Project No.


Baseline 31.12.2012

Target

31.12.2016

D4.2.4 1 Study on general revision of the Convention and its Regulations to make the Postal Operations Council a more efficient and swifter decision-making body

a Deleting obsolete provisions from the Convention and its Regulations

N/A Review completed; appropriate proposals submitted to Istanbul Congress

b Examining and deciding on the proposed amendments identi-fied by the Acts of the Union Project Group during the previous cycle and aimed at improving the Convention and its Regulations


c Adapting or supple-menting certain pro-visions to update them in the light of recent changes in customer requirements


d Revising the Letter Post and Parcel Post Regulations with a view to providing, in a single volume, the common rules appli-cable to the letter post and parcel post


e Implementing, as far as possible, revisions to the Letter Post and Parcel Post Regulations for the entry into force of the new Convention and Regulations in 2014

N/A Proposals submitted to POC

f Submitting proposals to amend the Acts of the Union to the next Congress


D4.2.5 1 Organize conferences during the annual sessions of the CA, to promote "best practice" experiences in organizing postal markets, and to discuss and exchange views on issues of common interest relating to postal regulation

a Number of confer-ences organized

N/A Organization of at least one forum

b Share the results of conferences through an annual publication or the UPU website

N/A Results of confer-ences put on the UPU website



Baseline 31.12.2012

Target 31.12.2016

D4.2.5 (cont.)

2 Promote and facilitate the organization of conferences on a regional basis, in cooperation with the restricted unions, to address particular issues and concerns of the various UPU regions

a Number of confer-ences promoted and facilitated

N/A Organization of at least one forum

b Share the results of conferences through an annual publication or the UPU website

N/A Results of confer-ences put on the UPU website

D4.2.6 1 Prepare an action plan on ways of enhancing the involvement and contribution of wider postal sector players in UPU activities

a Conduct a full product and service audit of offerings that the UPU has developed and provided


b Assess the risks and benefits of allowing access to specific products and services to external stake-holders in the wider postal sector


c Implement such a policy and rules during the 2013–2016 cycle

N/A TBD

2 Establish the UPU governance principles relating to the inter-connection of wider postal sector players to various UPU services and products

a Develop the governance principles and rules applicable to each product or service that the UPU wishes to make available to wider postal sector players

N/A Proposals to be developed and presented to Congress

D4.2.7 1 Study on the possibility of establishing a permanent Universal Postal Convention after the 25th Congress

a Further study the draft provisions and the impact of establishing a permanent Convention

N/A Determination made and, if approved, proposals submitted to Istanbul Congress

b Ensure that all interested member countries have the opportunity to take part in the aforementioned study

N/A Study completed

69 Programme 4.2

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.2.7 (cont.)

c Submit proposals to amend the relevant Acts of the Union to the 26th Congress

N/A Determination made and, if approved, proposals submitted to Istanbul Congress

D4.2.8 1 Create permanent tools for determining the cost of all individ-ual projects or pro-grammes financed by the Union's regular budget or, wholly or in part, from extrabudg-etary resources

a Study of methods for determining costs of projects and programmes

N/A Potential methods identified and analyzed

b Development of tools for determining these costs

N/A Proposal to be presented to the CA and Congress

c Presentation to CA for approval as part of Programme and Budget process

N/A Report to the CA for approval

2 Establish an appropriate basis for assessing the fixed and variable indirect costs of these projects/ programmes in conjunction with the entities/groups responsible for extrabudgetary funding

a Study of methods for determining fixed and variable indirect costs, including benchmarking with other UN agencies

N/A Benchmarking and study completed

b Development of methods appropriate to the Union for assessing the fixed and variable indirect costs

N/A Proposals to be developed

c Presentation to CA for approval as part of Programme and Budget process

N/A Proposal to be presented to the CA and Congress

D4.2.9 1 Harmonize the use of terminology within the context of the Acts

a Review and study the collection of terms and expressions under article 1 of the Universal Postal Convention


D4.2.10 1 Further clarify and define the term "postal service(s)" in the Acts of the Union

a Conduct an in-depth study of the use of the term "postal service(s)" in the Acts


D4.2.11 1 Study concerning the use of the term "letter-post items" in the Constitution and other Acts of the Union

a Conduct an in-depth study on the use of the term "letter-post items" in the Constitution and, if applicable, in the other Acts




Baseline 31.12.2012

Target 31.12.2016

D4.2.11 (cont.)

b Study the possibility of replacing the term "letter-post items" with "postal items"


c Ensure that all interested member countries have the opportunity to take part in the aforementioned study

N/A Participation of all interested member countries ensured

d Submit proposals to amend the relevant Acts of the Union to the 26th Congress

N/A Appropriate proposals submitted to Istanbul Congress


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D4.2.1 2 1 0 0 0 0 0 0 0

D4.2.2 2 0.5 0 0 0 0 0 0 0

D4.2.3 12 1 13,500 0 0 0 0 0 0

D4.2.4 4 2 30,000 0 0 0 0 0 0

D4.2.5 2 0.5 14,000 0 0 0 12 0 2,000

D4.2.6 2 0.5 23,000 0 0 0 0 0 0

D4.2.7 2 0 0 0 0 0 0 0 0

D4.2.8 2 0 2,000 0 0 0 0 0 0

D4.2.9 1 0.5 0 0 0 0 0 0 0

D4.2.10 1 1 0 0 0 0 0 0 0

D4.2.11 1 0 0 0 0 0 0 0 0

Total 31 7 82,500 0 0 0 12 0 2,000

71 Programme 4.3


Stimulate the inclusion of all segments of the population through greater and/or targeted access to postal services No. Projects Origin resolution Managed by D4.3.1 Development of philately – IRCs (see also pro-

grammes 1.4.2, 3.1.6 and 7.4.5) C 38/2012 POC, IB

(DREM.PPRC) D4.3.2 Postal innovation and electronic services – targeted

access (see also projects 1.4.1, 2.1.2 and 3.3.2) C 42/2012 POC, IB

(DREM.EBUS) D4.3.3 Postal market development – Worldwide postal trade

facilitation for micro, small and medium enterprises (MSMEs) – Supply chain and capacity building (see also projects 2.5.2 and 3.1.1)


Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.3.1 1 Manage the international reply coupon service

a Speed of processing and distribution of international reply coupons, and numbers processed and distributed

– Doha IRC launched in 2013

– 1,049,000 IRCs processed up to 31 July 2013

Confirm the level of sales in 2016

D4.3.2 1 Support access to resources and foster partnerships in the sector

a Develop a toolkit for supporting Posts in developing public–private partnerships

N/A PPP guide published

D4.3.3 1 Research and publish existing or new studies on postal trade facilitation value chain gaps and how to optimize the postal network for MSMEs

a Development of a training course on postal trade facilitation to build capacity of members to provide targeted postal services to MSMEs

N/A UPU Easy Export programme training course developed

b Publication of research studies on trade facilitation using the postal network to include MSMEs in international trade through targeted access to postal services

POC C 2 MSMEBDG 2013–2016 work plan

At least one study published


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D4.3.1 0 0 0 2.5 24 220,500 0 0 0

D4.3.2 1 0 5,000 0 0 0 0 0 0

D4.3.3 3 2 12,000 0 0 0 0 0 0

Total 4 2 17,000 2.5 24 220,500 0 0 0

73 Programme 4.4

DPS Goal 4 Foster sustainable development of the postal sector DPS programme 4.4

Promote environmental awareness, social responsibility and resilience to disasters No. Projects Origin resolution Managed by

D4.4.1 Work on sustainable development C 66/2012 CA, IB (DCDEV.PARFISD)

D4.4.2 Disaster risk management C 64/2012 CA, IB (DCDEV.PARFISD)

D4.4.3 Establishment of a voluntary carbon offset system for the designated operators of UPU member countries

C 76/2012 CA, IB (DCDEV.PARFISD)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.4.1 1 Reduce the negative environmental impact of postal activities by providing postal operators with a set of tools for measuring and reducing the sector's greenhouse gas emissions

a Implementation of online tool for the UPU inventory

133 participants 135 participants

b Widen the scope of activities measured

Five sources Seven sources (incl. collaboration with ICAO)

c Provide operators with detailed individual results

18 reports 50 reports

d Promote operators' best practices

75 case studies 125 case studies

e Implement and fur-ther develop partnerships with other international actors such as UNEP and ICAO

One institutional partnership agreement

One new partnership

2 Raise awareness on health-related issues within the postal community

a Raise awareness about another pandemic of non-communicable disease

N/A – Form new part-nerships with UN, postal sector, IGOs and NGOs

– Assess needs for funding and communication materials



Baseline 31.12.2012

Target 31.12.2016

D4.4.1 (cont.)

3 Strengthen cooperation with ILO, UNI Global Union and others in the areas of decent work, gender equality and diversity

a Participation in respective seminars and meetings

Participation of ILO and UNI in two UPU regional seminars on sustainable develop-ment

Participation of ILO and UNI in one UPU regional seminar on sustainable development

4 Increase communication on sustainable development

a Publish quarterly newsletter sent to the national sustainable development correspondants

4 4

b Keep UPU web pages on sustainable development up to date

One global update Two global updates

D4.4.2 1 Provide assistance for the restoration of basic postal services in times of disaster

a Provide the necessary assistance to member countries facing disasters

The UPU Emergency and Solidarity Fund (ESF) was created in 2010 and the rules for its administrative management were approved in 2011

– Implementation of assistance projects as requested by member countries subject to the available ESF resources

– Study to explore other sources of funding for the ESF

– Post-disaster response as part of the UPU CA-agreed policy on disaster risk reduction

75 Programme 4.4

Project No.


Baseline 31.12.2012

Target 31.12.2016

D4.4.2 (cont.)

2 Establish policies/ guidelines on disaster risk reduction and resilience and enhance risk man-agement skills within the framework of the Ad Hoc Group on Disaster Risk Management

a Prepare policies/ guidelines on disaster risk reduction and resilience (disaster risk management) including postal service contingency and business continuity plans for member countries

N/A – DRM Guide completed and made available to member countries

– Congress decision on DRM

b Develop postal employees' knowledge and skills to help them manage crises

N/A Implementation of the DRM guide and number of postal staff having taken the UPU training

c Organize sharing of best practices and regional activities

N/A One DRM regional seminar organized

3 Prepare communication on DRM

a Inform member countries, operators and external stakeholders of UPU's efforts on DRM

N/A – Facilitate the presentation of the results to member countries and DOs during UPU annual meetings

– Give access to all communication means to promote the project (website, newsletters, Union Postale, etc.)

– Updated web space on UPU website

D4.4.3 1 Reduce the negative impact of postal activities on the environment by reducing and offsetting the worldwide volumes of CO2 produced by designated operators

a Promote the creation by volunteer members of a carbon offset system external to the UPU

Presentations by France during POC/CA meetings

– Facilitate the presentation of the results to member countries and DOs during UPU annual meetings

– Give access to all communication means to promote the project


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D4.4.1 4 0 5,500 0 0 0 12 0 0

D4.4.2 3.5 0 0 0 0 0 12 0 0

D4.4.3 0.5 0 0 0 0 0 0 0 0

Total 8 0 5,500 0 0 0 24 0 0

77 Programme 5.1

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked extrabudgetary programme 5.1 EMS Cooperative No. Project Origin resolution Managed by D5.1.1 EMS Cooperative C 60/2012 POC, IB

(EMS Unit) Project No.


Baseline 31.12.2012

Target 31.12.2016

D5.1.1 1 Improve the global network of the EMS product by focusing on individual improvement for each EMS operator

a Expansion of Pay-for-Performance and promotion of EMSEVT v3 measurement and set standards for end-to-end performance and draft reports for new business plan

b Full production of new version of customer care system and determination of quality award measurement

c Customs: increased use of WCO–UPU guidelines for developing a memorandum of understanding between Customs and the Post at the national level and worldwide promotion of CDS for improved usage as well as phased implementation of postal security standards

– Quarter 3/2012 – 176 members

– On-time delivery – 91%

– Provision of delivery infor-mation – 98%

– Inbound item scanning – 98%

– On-time trans-mission of tracking data – 93%

– Customer service response on time – 96%

– Tracking – 163/176 (93%)

– Rugby – 167/176 (95%)

– Key performance indicators

– On-time delivery – 95%

– Provision of delivery infor-mation – 98%

– Inbound item scanning – 98%

– On-time trans-mission of tracking data – 98%

– Customer service response on time – 98%

– Tracking 100% – Rugby –

GlobalCSS 100% – Reduce the

customs processing times of EMS items to less than 24 hours

– Increase the on-time transportation of EMS items in accordance with applicable standards



Baseline 31.12.2012

Target 31.12.2016

D5.1.1 (cont.)

d Transport: support members in implementing the framework service agreement between airlines and designated postal operators including expanded use of PREDES/ RESDES, CARDIT/ RESDIT and PRECON/RESCON

e Training and assistance to EMS operators to support EMS growth and improvement

f Review of marketing activities and planning


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D5.1.1 0 0 0 12 156 957,800 0 0 0

Total 0 0 0 12 156 957,800 0 0 0

79 Programme 5.2

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked extrabudgetary programme 5.2 Telematics Cooperative No. Project Origin resolution Managed by D5.2.1 Future strategy of the Telematics Cooperative

and financing of its activities C 59/2012 POC, IB (PTC)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D5.2.1 1 Enhance IPS suite functionality according to user needs

a One new release per year including list of new features (version number + release date)

Version 5.20 Version 2016

2 Enhance IFS suite functionality according to user needs

a One new release per year including list of new features (version number + release date)

– IFS 4.01

– STEFI 1.52

– IFS Light 1.12

– QCS Finance 1.0

– Mobile extensions for IFS

– Prototype of e-commerce payment system COMPAS (if financed)

– IFS Hub

– QCS Finance 2.0

3 Perform UPU software solution deployment, training and follow-up missions

a Number of mis-sions/training activi-ties carried out by:

– PTC Berne

– Regional technical centres (RTCs)

– 112 IPS missions and workshops

– 48 IFS missions and workshops

– 105 IPS missions and workshops

b Use of remote assistance technol-ogies (e.g. number of WEBEX ses-sions)

45 remote paid engagements

65 remote paid engagements

4 Integrate Telematics Cooperative (TC) IT to support the postal supply chain

a One new release of customs-related systems (CDS or PEG version)

CDS version 1 CDS version 2016 updates according to requests



Baseline 31.12.2012

Target 31.12.2016

D5.2.1 (cont.)

b Establish at least one integration in one of the following areas:

– e-commerce payment (IPS–IFS link)

– customs (IPS–CDS or CDS–PEG link)

– mobile services (IFS for mobile devices)

– addressing (IPS/IFS with POST*CODE)

N/A – IFS-mobile link established COMPAS (if financed internally)

– IPS–CDS done (2013), CDS–PEG done (2014)

– Address validation web service

5 Operate a worldwide electronic postal network with active EDI monitoring and tracking in a secure and redundant environment

a Increased POST*Net volume (number of kilo characters/quarter)

256 million 680 million

b POST*Net perfor-mance not under service level agreement (average message processing time per quarter)

< 15 min < 15 min

c Increased EDI use for all mail classes (number of messages sent + received per year)

380 million 440 million

d Hotline and support service (number of cases treated in the CRM tool)

3,250 No target

e Physical operating environment (loca-tions of PTC production environment)

2 2

6 Integrate security needs into IT solutions

a Security needs implemented in IPS or customs suite (IPS or CDS version with security feature list)

Integrated in CDS v1 Version 2 integration completed

7 Coordination of TC members

a Regular user group meetings (minimum two per year)

2 2

b At least one general assembly per year

1 1

81 Programme 5.2

Project No.


Baseline 31.12.2012

Target 31.12.2016

D5.2.1 (cont.)

8 Support IB pro-grammes with IT solutions

a New versions of electronic UPU publications on request (version number + release date)

– CN 68 Compendium 1.0

– EMS Operational Guide 2.3

– GMS STAR 1.00

– Letters Compendium 1.1

– Parcels Compendium 1.2

– Postal Export Guide 1.00

– Global T&T 1.0

– .post management system

– GMS STAR v2016 strategy dashboard (SICC, 2016 – if financed)

– PEG integrated into CDS 2016

– Big data project (phased approach)

– Parcel delivery standards validation

– CN 68 transit planning support

– Automation of ILR calculation/ simulation tool

– Further RAIS development (if financed)

9 Support the creation and management of UPU standards

New releases in the following standards areas:

a Mail EDI

CARDIT/RESDIT CUSITM/CUSRSP EMSEVT

Support for update of CARDIT/RESDIT, CUSITM/CUSRSP, EMSEVT e-commerce standards, if requested

b Financial services EDI

N/A Support update of M38

c E-service interoperability

S52 S52 update

10 Support UPU coop-eration with postal supply chain organizations

a Participate in meetings/events of:

– postal organiza-tions

– carriers

– customs/border control/security agencies

(number of meetings + organization)

8 UPU

12 FoMbA

4 WCO

8 UPU

12 FoMbA

4 WCO

b Cooperation agreements with partner postal organizations

(agreement title + organization)

– IPC – none

– PostEurop IPS training

– APPC course lec-tures

– RTC training

– PostEurop IPS training:4

– APPC course lectures: 4

– RTC training: 5

c Marketing

– POST*Info, mailings

– PTC website

48 POST*Info

– 48 POST*Info – Update website



Baseline 31.12.2012 Target

31.12.2016

D5.2.1 (cont.)

11 Support UPU coop-eration with other international organizations and governments

a Production of documents, attendance at meetings (list of documents/events detailing efforts made)

Support WCO meetings

Support

– 3 WCO

– 3 UNCTAD

– 3 IFAD

12 Consultation with IB programmes on general technology issues (not related to UPU products) and/or operational and project man-agement issues

a Implementation of projects, presenta-tions and training activities, attend-ance at meetings/ workshops (list of projects/events detailing efforts made)

– Non-invoiced con-sulting for DCs/ LDCs: 5,400 person-days

– Non-invoiced con-sulting for IB pro-grammes: 900 person-days

– Non-invoiced consulting for DCs/LDCs: 3,600 person-days

– Non-invoiced consulting for IB programmes: 690 person-days


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D5.2.1 0 0 450,000 60 648 1,983,000 0 0 0

Total 0 0 450,000 60 648 1,983,000 0 0 0

83 Programme 6.1

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked implementation programme 6.1 Development and implementation of regional development plans (RDPs) and regional projects as the main tools for implementing the Doha Postal Strategy in the field No. Projects Origin resolution Managed by

D6.1.1 UPU development cooperation policy for 2013–2016

C 63/2012 CA, IB (DCDEV)

D6.1.2 Financing of the UPU Emergency and Solidarity Fund

C 65/2012 CA, IB (DCDEV)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D6.1.1 1 Continue the regional approach to implementing the Union's devel-opment coopera-tion policy

a Implement regional development plans (RDPs) for 2013−2016

0 Six RDPs

b Implement strategic projects stemming from RDPs

0 12 projects

c Formulate and implement regional projects stemming from RDPs

0 52 regional projects

2 Continue efforts to help developing countries imple-ment postal sector reform through integrated postal reform and devel-opment plans

a Development of a detailed strategy to be submitted to the CA

0 1 guide

b Formulation of the new postal reform coaching methodology

0 1 methodology

c Creation of a postal reform coaching core

0 1 coaching core

d Support for countries in the area of postal sector regulation

0 45 countries



Baseline 31.12.2012

Target 31.12.2016

D6.1.1 (cont.)

3 Continue to pro-vide aid to the least developed, island and land-locked countries and also to those in special situa-tions

a Formulate and implement national multi-year integrated projects responding to the needs of the coun-tries concerned

0 47 national MIPs

4 Develop and implement a detailed training strategy

a Development of action plan

0 1 action plan

b Organization of individual training

30

c Organization of group training

0 79 workshops

d Online training

e Development of new online courses

0 7 courses

f Updating of online courses

0 10 courses

g Introduction of Russian courses in Trainpost

0 5 courses

5 Evaluation mechanism for development cooperation projects

a Development of a project management guide

0 1 guide

b Implementation of recommendations made by the ad hoc group

0 16 recommendations

D6.1.2 1 Financing of the UPU Emergency and Solidarity Fund

a Development of funding possibilities and mechanisms for the Emergency and Solidarity Fund

0 Proposals to the UPU bodies on funding of the ESF

b Promotion of the mechanism related to the Emergency and Solidarity Fund to member countries and partners

0 – Report to the CA on fund activities

– 1 call for contributions

85 Programme 6.1


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D6.1.1 118 74.8 2,888,000 0 0 0 0 0 200,000

D6.1.2 2 2 0 0 0 0 0 0 100,000

Total 120 76.8 2,888,000 0 0 0 0 0 300,000

86 Programme 7.1

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.1

UPU Doha Postal Strategy – planning, implementation and reporting No. Project Origin resolution Managed by

D7.1.1 Doha Postal Strategy and strategic planning activities C 80/2012 C 81/2012

CA, IB (DCSC.PS)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.1.1 1 Prepare and present to the CA and POC an annual Programme and Budget whose results are measurable

a Annual Programme and Budget for 2016 approved by the CA

Draft document in preparation

Document formally approved by the 2016 CA

2 Monitor and evaluate implementation of the Doha Postal Strategy (DPS) by UPU member countries and the UPU permanent bodies and disseminate the results to all Union member countries and other interested stakeholders

a Monitoring, evaluation and publication of measurable indicators used to determine the realization of the DPS goals and associated programmes

Draft set of indicators and evaluation report prepared

Final set of indicators and evaluation approved by the 2016 CA and Congress

3 Develop the Istanbul World Postal Strategy for 2017–2020 taking into consideration the results of the 2015 UPU World Strategy Conference and the regional strategy conferences

a Strategy for 2017–2020 developed and approved by CA and Congress

First draft of future strategy prepared

Final draft approved by 2016 CA and Congress

87 Programme 7.1


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.1.1 24 7.2 20,000 0 0 0 0 0 0

Total 24 7.2 20,000 0 0 0 0 0 0

88 Programme 7.2

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.2

Financial management No. Projects Origin resolution Managed by

D7.2.1 Support costs for extrabudgetary activities – link to D4.2.1

– CA, IB (DFI)

D7.2.2 UPU*Clearing – POC, IB (DFI.CLEA)

D7.2.3 Programme and Budget – CA, IB (DFI)

D7.2.4 UPU contributions system – CA, IB (DFI)

D7.2.5 Financial operating reports C 75/2012 CA, IB (DFI)

D7.2.6 International Public Sector Accounting Standards – CA, IB (DFI)

D7.2.7 UPU Provident Scheme – IB (DFI.CP), Management Board of the UPU Provident Scheme

D7.2.8 Quality of Service Fund – CA, IB (DFI.FAQS.FIN)

D7.2.9 Internal control system – IB (DCSC.GR–MIS)

D7.2.10 Processing orders for publications – IB (DFI)

D7.2.11 Other financial fees – IB (DFI) Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.2.1 1 Establish the principles and common method-ology for the allocation of direct and variable indirect costs to extrabudgetary activities and their possible recovery

a Establish principles and methodology

N/A – Appropriate solutions for the various UPU extrabudgetary activities

– To be completed in 2015

89 Programme 7.2

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.2.2

1 Ensure the continuation of the work and take the necessary steps to implement a centralized clearing/settlement system (UPU*Clearing and SPP Clearing)

a Number of UPU*Clearing members

34 35

b Amount of contri-butions to be paid by participating members

100% 100%

c Value of global accounts being cleared

100% 100%

d Increased compli-ance by members with payment deadlines and with clearing systems' requirements

100% 100%

D7.2.3 1 Draw up the Programme and Budget and the financial reports relating to its execution, and prepare, with the appropriate bodies, the annual report to both councils and the final report to the 26th Congress

a Presentation of the reports to the 2013–2016 CA as well as to the 2016 UPU Congress

Final approval by member countries


D7.2.4 1 Examine how to improve the UPU con-tributions system, whilst maintaining its voluntary character and referring to best practices within the UN

a Approval of the recommendations resulting from the study by the 2013–2016 CA and the 2016 UPU Congress



D7.2.5 1 Provide the CA with financial operating reports assessing the short- and medium-term financial situation of the Union so that it can fully discharge the responsibilities in this area

a UPU accounts approved with no reservations by the External Auditors

Final approval by CA

Final approval by CA

D7.2.6 1 Put in place the new accounting standards and practices approved by the United Nations system (IPSAS), adapting the Union's accounting as necessary

a Continue to put IPSAS in place

IPS certification achieved

Ongoing



Baseline 31.12.2012

Target 31.12.2016

D7.2.7 1 Clarification of the regu-latory framework of the UPU Provident Scheme

a Approval of the revised regulatory framework by the Management Board of the UPU Provident Scheme

– Recommen-dations of the External Auditor

– Congress resolu-tions aiming at alignment with the UNJSPF rules

Should be completed in 2015

2 Propose to the Management Board the necessary measures in order to stabilize the degree of coverage above 85%

D7.2.8 1 Manage the financial aspects of the Quality of Service Fund (QSF), including projects aimed at improving the quality of letter-post services in beneficiary countries

a Present comprehensive report on the management of QSF to POC sessions in 2014 and 2015

N/A Final approval by CA and POC

D7.2.9 1 Manage and implement the internal control system

a Submit annual report to the CA, including follow-up of recommenda-tions issued by the external and internal auditors and the UN Joint Inspection Unit

N/A Final approval by CA

D7.2.10 1 Manage the system for processing orders for publications

a System managed N/A TBD

D7.2.11 1 Other financial fees a No actions, used for accounting purposes

N/A N/A

91 Programme 7.2


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.2.1 4 7.2 0 0 0 0 0 0 0

D7.2.2 4 0 0 0 12 58,000 0 0 0

D7.2.3 16 6 0 0 0 0 0 0 0

D7.2.4 2 6 0 0 0 0 0 0 0

D7.2.5 24 38.4 36,000 0 0 0 0 0 0

D7.2.6 4 0 0 0 0 0 0 0 0

D7.2.7 14 7.2 120,000 0 0 0 0 0 0

D7.2.8 4 0 0 6 48 338,000 0 0 0

D7.2.9 20 5 137,600 0 0 0 0 0 0

D7.2.10 0 9.6 0 0 0 0 0 0 0

D7.2.11 0 0 95,000 0 0 0 0 0 0

Total 92 79.4 388,600 6 60 396,000 0 0 0

92 Programme 7.3

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.3 Human resources management No. Projects Origin resolution Managed by

D7.3.1 Human resources policy and management system

– CA, IB (DRH)

D7.3.2 Training policy – CA, IB (DRH)

D7.3.3 Staff productivity – CA, IB (DRH)

D7.3.4 Management of staff of the UPU International Bureau

C 74/2012 CA, IB (DRH)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.3.1 1 Identification and implementation of technology based support tools such as ERP for the Directorate of the Human Resources

– Assessment of the adequacy of existing IT systems in the HR Directorate

– Identification of issues that require change

– Coordination of the design, formulation, development, and implementation of technology based support tools; such as for the staffing situation (ERP) in the IB, missions of all staff and visualweb regarding leaves and absences of staff

N/A – Assessment of the future needs

– Analysis of the current availability of IT systems

– Assessment of the financial impact and availability of funds

– Assistance in the design of the technology-based support tools

– Beginning of the implementation of some IT systems

93 Programme 7.3

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.3.1 (cont.)

2 Technical support to Directorates to assist them in the assessment of the current and future required workforce

Upon the establish-ment of the objec-tives, priorities and needs of the Union for the future, DRH provides assistance to all Directorates in the assessment of the current and future workforce requirements with the aim to be effec-tive and efficient in responding quickly to the evolving need of the member countries

N/A Assistance of DRH to the Directorates in:

– Identifying current and future staffing needs

– Assessing gaps between current workforce and required workforce for the future

– Providing adequate training opportunities to staff, if deemed appropriate

(See also 7.3.2b)

D7.3.2 1 Review of current HR policies

– Assessment of the adequacy of the existing HR policies, guidelines, procedures and practices

– Formulation of proposals for the establishment and/or revision of HR policies, including Staff Rules and Administrative Instructions

N/A Assessment of adequacy of existing HR policies and formulation of proposals for revision as required

2 Providing adequate training opportunities to staff, if deemed appropriate

Identify and address key training and development needs in relevant areas

N/A Providing adequate training opportunities to staff, if deemed appropriate



Baseline 31.12.2012

Target 31.12.2016

D7.3.3 1 Adjustments to the existing Staff Rules

Being a proactive support service to the DG in the identifica-tion of immediate and long-term priorities and also to be an active partner to other Directorates in facili-tating their activities in the area of HR such as:

– Review of organizational structure

– Filling of vacant posts

– Outreach of candidates

– Resolving internal conflicts

– Providing development and learning opportunities

N/A Providing proactive support service in areas of HR such as:

– Review of organizational structure

– Filling of vacant posts

– Outreach of candidates

– Resolving internal conflicts

– Providing development and learning opportunities

D7.3.4 1 Development and establishment of medium and long-term staffing strategies linked to the objectives, priorities and needs of the IB

Assessment of the required profile of the future workforce

N/A Development of appr-opriate medium- and long-term staffing strategies

2 Continue to study best practices applied by compa-rable organizations in the United Nations common system

Participation, learning and potential contribu-tions to the UN HR network, International Civil Service Commission, and benchmarking studies carried out by the UN Joint Inspection Unit in the area of personnel management in the UN common system

N/A Identification, analysis and potential implementation of UN common system best practices

95 Programme 7.3


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.3.1 24 46.2 1,350,540 0 0 0 0 0 0

D7.3.2 12 9 300,000 0 0 0 0 0 0

D7.3.3 6 2.4 0 0 0 0 0 0 0

D7.3.4 6 6 0 0 0 0 0 0 0

Total 48 63.6 1,650,540 0 0 0 0 0 0

96 Programme 7.4

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.4 Conference services, IT and logistics No. Projects Origin resolution Managed by

D7.4.1 Conference and meeting services – IB (DL)

D7.4.2 Conference room rentals – IB (DL)

D7.4.3 IT provision and support – IB (DL.PIM)

D7.4.4 Mail, telecommunications and library services – IB (DL)

D7.4.5 Development of philately – Stamp distribution (see also programmes 1.4.2, 3.1.6 and 4.3.1)

C 38/2012 IB (DREM.PPRC)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.4.1 1 Provide the document production (translation, printing, etc.) and conference services required for the smooth running of meetings organized by UPU bodies

a Number of meetings:

– CA meetings

– POC meetings

15 55

25 75

b Number of dele-gates/number of countries present:

– October sessions

– April sessions

759/110 (both ses-sions)

931/110

900/105

c Delegates' satisfaction 83.5% 85%

d Number of words translated

5,544,081 6,500,000

e Number of pages/number of documents:

– CA sessions (English version)

– POC sessions (English version)

1,020/135

2,380/315

4,344/437

4,116/477

f Number of pages printed (all languages combined):

– entire year

7,320,000

6,500,000

97 Programme 7.4

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.4.1 (cont.)

g Number of sheets printed (all languages combined):

– CA sessions

– POC sessions

– outside sessions

150,000

450,000

3,780,000

490,000

560,000

4,984,000

D7.4.2 1 Maximize International Bureau conference room rentals outside conference periods

a Number of times rooms are rented

42 days 50 days

b Income from room rentals

40,000 CHF 60,000 CHF

D7.4.3 1 Provide and main-tain the necessary IT infrastructure (hardware, software and support) to enable International Bureau staff and delegates to carry out all the work arising from their activities)

a IT system availability (%)

99.9 99.9

b Number of incidents and service requests managed by the IB team

2,500 2,700

c Delegate satisfaction during conferences

Good to very good Good to very good

D7.4.4 1 Provide the International Bureau's mail, telecommunica-tions, library and archive services; maintain the technical installations for these services and put in place new services, in line with technical developments in the field and the needs of the International Bureau

a Mail services:

– mailing costs

– weight of outgoing mail

130,000 130,000

b Telecommunications:

– cost of communi-cations (including maintenance fees and teleconfer-ences)

150,000

110,000

c Archives:

– number of archived items

584

600

D7.4.5 1 Distribute postage stamps issued by mem-ber countries

a Monthly stamp bulletin

6 6

b Continued updating of UPU collection

N/A UPU collection kept updated

c Efficient and com-plete exchange of all stamps received

1,197,560 philatelic items exchanged

N/A


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.4.1 48.6 238.8 1,029,000 0 0 0 0 12 80,000

D7.4.2 0 0 0 0 0 0 0 0 0

D7.4.3 54 36 1,727,655 0 0 0 0 0 0

D7.4.4 4 24 873,000 0 0 0 0 0 0

D7.4.5 0 12 96,500 1 0 0 0 0 0

Total 106.6 310.8 3,726,155 1 0 0 0 12 80,000

99 Programme 7.5

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.5 Executive Office and Communications/DCDEV No. Projects Origin resolution Managed by

D7.5.1 Executive Office support functions – IB (DCSC.CAB)

D7.5.2 Internal and external communications C 27/2012 IB (DCSC.COMM)

D7.5.3 Fundraising – IB (DCSC.CAB/ DCDEV.PARFISD)

D7.5.4 Project management and evaluation – IB (DCDEV.PARFISD)

D7.5.5 Administrative tasks related to organization of the 26th Congress

– IB (DCSC.CAB)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.5.1 1 Organize and prepare the work and activities of the DG and the DDG and act as coordinator (internal com-mittees, relations between the Executive Office and IB direc-torates, external and high-level relations with UN and non-UN international organizations, etc.)

a DG/DDG speeches

Number of missions, speeches, visitors, etc.

Number of missions, speeches, visitors, etc.

b Number of Management Committee meetings

11 11

c Number of staff meetings

3 3

d Increase number and quality of relations with UN and international organizations

N/A N/A

e Development of a common centralized address database for IB

First phase with external consultants completed (needs analysis and draft structure)

Development of technical infra-structure of the database (with DL.PIM) started



Baseline 31.12.2012

Target 31.12.2016

D7.5.2 1 Raise awareness and inform key audiences, such as member countries, of the UPU's mission, activities and accomplishments

a Implement the revised global communication strategy, created in 2015 after analysing the needs of key audiences and researching P&B statements and objectives of each directorate

Implementation under way

– Ongoing implementation of global communication strategy

– Congress sub-strategy implemented using multiple channels and multimedial approach, monitored and evaluated post-Congress. Lessons learnt recorded for next Congress

b Create a multi-channel communication sub-strategy focusing on Congress 2016

c After securing resources, create a detailed planning to aid implementation

d Monitor implementation

e Post-implementation, conduct evaluation

2 Ensure the quality, cohesion and coordination of all institutional communication activities across the organisation as guardian of the UPU's image.

a Discuss with all directorates and programmes their P&B and other objectives with a view to counselling them on their communication needs and providing solutions

N/A At least 80% of all offline and/or online institutional communications have been created under the aegis of the Communication Programme from start to finish in close consultation and collaboration with UPU staff and/or member countries and other UPU stakeholders

b Raise awareness at the International Bureau of the Communication Programme's mandate from the member countries in the field of communications

101 Programme 7.5

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.5.2 (cont.)

c Raise awareness in IB staff that all activities in the communication arena must be discussed with the Communication Programme at the concept stage, including (but not limited to) awareness-raising campaigns and activities involving the use of communication tools such as online and/or offline newsletters, brochures, posters, publications and websites, and media relations

d Proactively advise IB staff and member countries on communication methods and approaches by sharing Programme expertise on a regular basis

e Continue to revise and adapt the UPU's corporate identity to reflect the organisation's innovative nature

3 Maintain a regular dialogue with UPU stakeholders and interested parties to understand the external environment and the needs of key audiences

a Regularly survey the information needs and use of distribution channels of key audiences, such as member countries, through formal and informal means to enable the better targeting of com-munication activities

N/A Insights gathered through process used to feed and better shape and target communica-tion activities under the global communi-cation strategy for the current and fol-lowing years



Baseline 31.12.2012

Target 31.12.2016

D7.5.2 (cont.)

b Regularly map key stakeholders for communication purposes

c Adapt planned activities in the light of insights gathered

d Secure resources for implementation

4 As mentioned in Points 1–3 above, define and implement a clear strategy for the UPU's online presence (such as the institutional websites and on socialmedia channels) and the dissemination of information by electronic means that responds to key user needs in the areas of content and functionality

a Thoroughly analyze the needs of key audiences, such as member countries, as well as researching what content IB staff can provide

upu.int in current state

– Needs analysis completed

– Human and financial resources identified and secured

– Suppliers selected

– New website structure and content proposed

– Technical solution identified

– Dependent on the above being fulfilled, first version of the new online presence could be launched by Congress 2016

b Identify and secure human and financial resources necessary for implementation of the chosen solution

c Conduct resource planning

d Create detailed time plan

103 Programme 7.5

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.5.3 1 Develop contacts and projects with partners and donors for UPU strategic activities as regards the need for extra sources of funding for the organiza-tion's activities

a Number of partnerships with donors and external support gained for UPU projects

5 projects funded by external donors

4 projects funded by external donors

D7.5.4 1 Provide project management assistance for strategic UPU projects

a Number of strategic projects to which assis-tance is being provided

5 projects monitored 4 projects monitored

D7.5.5 1 Administrative tasks related to organization of the 26th Congress

a Successful negotiation of the terms of the agreement with host country (requirements, responsibilities and cost coverage)

25th UPU Congress successfully executed

– Review existing agreement with host country (with DAJ and DL)

– Organize signing of the agreement between IB and host country

– Site visit to identify potential Congress venues


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.5.1 48 60 225,000 0 0 0 0 0 0

D7.5.2 36 12 280,500 0 0 0 0 0 0

D7.5.3 8 0 6,500 0 0 0 0 0 0

D7.5.4 8 0 0 0 0 0 0 0 24,900

D7.5.5 0 0 0 0 0 0 0 0 0

Total 100 72 512,000 0 0 0 0 0 24,900

104 Programme 7.6

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.6 Building maintenance, furniture and supplies No. Project Origin

resolution Managed by

D7.6.1 Building maintenance, furniture and supplies – CA, IB (DL) Project No.


Baseline 31.12.2012

Target

31.12.2016

D7.6.1 1 Carry out the upkeep and maintenance of the building, installations and furniture and ensure the availability of supplies and equipment

– Electricity consumption

– Heating oil consumption

– 950,000 kWh

– 129,000 litres

– 950,000 kWh

– 120,000 litres


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.6.1 11 24 2,223,000 0 0 0 0 0 0

Total 11 24 2,223,000 0 0 0 0 0 0

105 Programme 7.7

DPS Goals 1, 2, 3, 4 1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector NPS-linked support programme 7.7 Legal affairs No. Projects Origin resolution Managed by D7.7.1 Legal advice – IB (DAJ) D7.7.2 Financial disclosure programme – IB

(DCSC.GRSIG) D7.7.3 Dissemination of postal information C 30/2012 IB (DOT.PQI for

EmIS and DREM for circulars)

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.7.1 1 Provide support to the IB and the UPU membership on matters pertaining to the interpretation of the Acts of the Union and provide support in the form of legal opin-ions, legal advice and drafting expertise to the IB in institutional and administrative matters, consistent with the UPU's status as a UN specialized agency

A support activity that cannot be measured

N/A N/A

D7.7.2 1 Administration of financial disclosure programme (FDP)

a Ensure that an FDP exercise is organized at the UPU, resulting in an independent report prepared by the external reviewer. Presentation of the report at the CA

Regulatory frame-work and FDP sys-tem already in place

– Develop awareness on conflicts of interest among staff and support management of the area

– Implementation of FDP exercise for 2015



Baseline 31.12.2012

Target 31.12.2016

D7.7.3 1 Development by the International Bureau of a secure system for e-mail notification of postal information

a Introduction of the system

EmIS sent by e-mail and published on the UPU website (documentation centre); IB circulars published on the UPU website (documentation centre)

Report on the situation in member countries

2 Establishment and management by the IB of a comprehen-sive database of generic service addresses for the dis-semination of postal information

a Establishment of the database

No specific generic data available

Development of model of generic service address data

b Management of the established database

N/A Collection of new data submitted by members

3 Establishment and configuration by member countries, designated operators and restricted unions of generic service addresses for the dis-semination of postal information, in order to give their managers access to all postal information disseminated by the IB

a Establishment by each member country, designated oper-ator and restricted union of an active generic service address, containing an institutional domain name recognized by the UPU

N/A IB support to UPU membership through DL.PIM and DCDEV for this project

b Active management and configuration of generic addresses by each member country, designated oper-ator and restricted union, in order to give their managers access to postal information disseminated by the IB

N/A IB support to UPU membership through DL.PIM and DCDEV for this project

4 Annual consultation of member countries, designated operators and restricted unions regarding the func-tioning of the postal information notifica-tion system, and annual reporting to the CA

a Annual consultation carried out by the IB

No data available Questionnaire to UPU membership

b Annual report pre-sented to the CA

No date available Report submitted

107 Programme 7.7

Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.7.3 (cont.)

5 Discontinuation by the CA of the distribution of circulars in hard copy, once the secure system for e-mail notification of postal information is fully operational

a Follow-up and decision by the CA

N/A N/A


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.7.1 48 12 15,000 0 0 0 0 0 0

D7.7.2 4 2.2 25,000 0 0 0 0 0 0

D7.7.3 0.5 2 7,000 0 0 0 0 0 0

Total 52.5 16.2 47,000 0 0 0 0 0 0

108 Programme 7.8

DPS Goals 1, 2, 3, 4

1 Improve the interoperability of the international postal networks 2 Provide technical knowledge and expertise related to the postal sector 3 Promote innovative products and services (developing the three-dimensional network) 4 Foster sustainable development of the postal sector DPS-linked support programme 7.8

Management of CA and POC secretariat No. Projects Origin resolution Managed by

D7.8.1 CA administration and secretariat – IB (DREM.GRA/ DRH)

D7.8.2 POC administration and secretariat – IB (DOT/DRH) Project No.


Baseline 31.12.2012

Target 31.12.2016

D7.8.1 1 Organize and prepare the work and activities of the CA

2014 CA sessions organized

2013.1 + 2013.2 CA sessions successfully organized

2015 CA sessions organized

D7.8.2 1 Organize and prepare the work and activities of the POC

– 2014 POC sessions organized

– Preparations for the 2014.1 POC session launched

2013.1 and 2013.2 POC sessions successfully organized

2014 POC sessions organized


Funding overview

Project No.




Staff (M/M)

Other expenditure

(CHF)


(CHF)

Staff (M/M)

Other expenditure

(CHF)

P G P G P G

D7.8.1 2 2 51,500 0 0 0 0 0 0

D7.8.2 2 2 65,000 0 0 0 0 0 0

Total 4 4 116,500 0 0 0 0 0 0

Part II Budget 2016

111

Part II – Budget 2016 1 Introduction With effect from January 2011, the introduction of IPSAS-based standards approved by the CA has resulted in a number of significant improvements in the method of operation of the Programme and Budget, namely:

– The Programme and Budget and its implementation return to an annual cycle, with expenses and revenue presented and recorded for a single year.

– The accounting method for expenses and revenue is now based on the concept of commitments (accrual basis), rather than on cash movements linked to actual payment of bills (cash basis).

– The Union's budget has two elements, with an operating budget and an investment budget.

– With the introduction of an investment budget, the inherent depreciation resulting from the falling value of fixed assets entered in the Union balance sheet is accounted for each year as expenses.

– The Union treats a tangible or intangible asset as a capital asset when its value reaches at least 1,000 CHF.

– Inclusion of depreciation as an expense falls within the framework of the calculation of the contribution unit.

– A comparison of the budget approved by objectives and actual expenses is presented in the financial operating report.

– The budgeting and accounting period extends over a period of one year, from 1 January to 31 December, on the basis of the date of actual delivery of a service, as opposed to the date of the purchase order or payment.

– In 2010, the International Bureau established an inventory with the aim of calculating the amount of depreciation to be taken into account in the Programme and Budget.

Aside from improvements in the budgetary and accounting environment linked to IPSAS, it is also worth reit-erating that the Programme and Budget is based on a decision of Congress, which set the expenditure ceil-ing. The 25th Congress set an annual expenditure ceiling of 37,235,000 CHF for the regular budget for 2013–2016. The regular budget for 2016 stands at 36,824,735 CHF, i.e. 410,265 CHF (1.1%) below the ceiling. The amount of the contribution unit stands at 41,770 CHF. The Programme and Budget in this second part presents the budget of the Union for 2016. Following the introduction, section 2 focuses on the distribution of the budget according to the goals and programmes of the Doha Postal Strategy (DPS). Section 3 presents the Programme and Budget by type of expense and revenue, while section 4 provides information on the assignment plan for staff posts included in the Union budget, and section 5 covers the issue of contribution units. Expenses and revenues arising from extrabudgetary activities may change as a result of decisions by the regulatory bodies concerned, generally after the CA session.

112 2 Programme and Budget by programme 2.1 Presentation of programmes The various programmes are presented in full in table I. The Programme and Budget 2016 provides for total expenditure of 58,970,415 CHF, which breaks down between the three pillars as follows:

– 1st pillar – regular budget: 36,824,735 CHF;

– 2nd pillar – extrabudgetary resources: 15,460,380 CHF;

– 3rd pillar – extrabudgetary resources: 6,685,300 CHF. The Programme and Budget contains a total of 29 programmes, distributed as follows:

– eighteen programmes (1.1 to 4.4) corresponding to the four major goals representing implementation of the Doha Postal Strategy;

– two programmes (5.1 and 5.2) representing the extrabudgetary activities of the Postal Technology Centre (PTC) and EMS Unit;

– one programme (6.1) representing implementation of the UPU development cooperation policy; and

– eight programmes (7.1 to 7.8) representing International Bureau support activities. The data provided are expressed in Swiss francs; staff costs are based on standard costs and depreciation of capital assets is shown under other expenses.

113

Tabl

e I –

Pro

gram

me

and

Bud

get 2

015

by p

rogr

amm

e (in

Sw

iss

franc

s)

2015

per

iod

Reg

ular

bud

get

1st p

illar

E

xtra

budg

etar

y re

sour

ces

2n

d pi

llar

Ext

rabu

dget

ary

reso

urce

s

3rd

pilla

r

Title

S

taff

Oth

er

Tota

l S

taff

Oth

er

Tota

l S

taff

Oth

er

Tota

l To

tal

Obj

. 1

Impr

ove

the

inte

rope

rabi

lity

of th

e in

tern

atio

nal p

osta

l net

wor

ks

3,36

4,07

0 80

4,50

0 4,

168,

570

846,

580

177,

000

1,02

3,58

0 1,

178,

400

2,67

0,00

0 3,

848,

400

9,04

0,55

0

Pro

g.

1.1

Enh

ance

qua

lity

of s

ervi

ce, r

elia

bilit

y an

d ef

ficie

ncy

of th

e po

stal

net

wor

ks

2,12

7,90

0 52

5,50

0 2,

653,

400

680,

880

0 68

0,88

0 0

2,56

5,00

0 2,

565,

000

5,89

9,28

0

Pro

g.

1.2

Incr

ease

pos

tal i

nteg

rity

and

secu

rity

and

faci

litat

e cu

stom

s pr

oces

ses

613,

240

131,

500

744,

740

0 0

0 0

0 0

744,

740

Pro

g.

1.3

Dev

elop

ade

quat

e st

anda

rds

and

regu

latio

ns

369,

010

125,

500

494,

510

0 0

0 1,

178,

400

105,

000

1,28

3,40

0 1,

777,

910

Pro

g.

1.4

Stim

ulat

e th

e us

e of

info

rmat

ion

and

com

mun

icat

ion

tech

nolo

gies

to

impr

ove

acce

ss a

nd p

erfo

rman

ce

87,6

00

10,0

00

97,6

00

165,

700

177,

000

342,

700

0 0

0 44

0,30

0

Pro

g.

1.5

Pro

mot

e ad

dres

sing

in n

atio

nal

post

al s

yste

ms

166,

320

12,0

00

178,

320

0 0

0 0

0 0

178,

320

Obj

. 2

Prov

ide

tech

nica

l kno

wle

dge

and

expe

rtis

e re

late

d to

the

post

al s

ec-

tor

1,36

6,41

0 16

9,00

0 1,

535,

410

0 0

0 21

9,60

0 28

0,00

0 49

9,60

0 2,

035,

010

Pro

g.

2.1

Incr

ease

aw

aren

ess

of th

e ro

le o

f the

po

stal

sec

tor

98,2

00

15,0

00

113,

200

0 0

0 21

9,60

0 20

0,00

0 41

9,60

0 53

2,80

0

Pro

g.

2.2

Stre

ngth

en m

embe

rs' c

apac

ity to

im

plem

ent a

nd m

anag

e th

eir

univ

ersa

l ser

vice

56,1

00

2,50

0 58

,600

0

0 0

0 0

0 58

,600

Pro

g.

2.3

Pro

vide

mar

ket a

nd s

ecto

ral

rese

arch

in re

spon

se to

cus

tom

er

and

stak

ehol

der n

eeds

835,

600

90,5

00

926,

100

0 0

0 0

0 0

926,

100

Pro

g.

2.4

Dev

elop

sta

tistic

al a

nd

anal

ytic

al/c

ost a

ccou

ntin

g pr

oced

ures

169,

560

0 16

9,56

0 0

0 0

0 0

0 16

9,56

0

Pro

g.

2.5

Pro

vide

info

rmat

ion

and

expe

rtise

to

fost

er c

oope

ratio

n am

ong

stak

ehol

ders

206,

950

61,0

00

267,

950

0 0

0 0

80,0

00

80,0

00

347,

950

114

2015

per

iod

Reg

ular

bud

get

1st p

illar

E

xtra

budg

etar

y re

sour

ces

2n

d pi

llar

Ext

rabu

dget

ary

reso

urce

s

3rd

pilla

r

Title

S

taff

Oth

er

Tota

l S

taff

Oth

er

Tota

l S

taff

Oth

er

Tota

l To

tal

Obj

. 3

Prom

ote

inno

vativ

e pr

oduc

ts a

nd

serv

ices

(dev

elop

ing

the

thre

e-di

men

sion

al n

etw

ork)

1,72

4,19

0 35

6,00

0 2,

080,

190

92,4

00

70,0

00

162,

400

496,

800

752,

000

1,24

8,80

0 3,

491,

390

Pro

g.

3.1

Mod

erni

ze a

nd d

iver

sify

pos

tal

prod

ucts

and

ser

vice

s 74

3,75

0 99

,000

84

2,75

0 92

,400

0

92,4

00

0 0

0 93

5,15

0

Pro

g.

3.2

Stim

ulat

e m

arke

t gro

wth

thro

ugh

the

use

of n

ew te

chno

logi

es

0 0

0 0

0 0

496,

800

260,

000

756,

800

756,

800

Pro

g.

3.3

Faci

litat

e in

tern

atio

nal e

-com

mer

ce

234,

400

30,0

00

264,

400

0 0

0 0

0 0

264,

400

Pro

g.

3.4

Con

tinue

dev

elop

men

t of p

osta

l ne

twor

ks a

long

thre

e di

men

sion

s 74

6,04

0 22

7,00

0 97

3,04

0 0

70,0

00

70,0

00

0 49

2,00

0 49

2,00

0 1,

535,

040

Obj

. 4

Fost

er s

usta

inab

le d

evel

opm

ent o

f th

e po

stal

sec

tor

1,56

4,40

0 15

0,00

0 1,

714,

400

292,

900

220,

500

513,

400

554,

400

2,00

0 55

6,40

0 2,

784,

200

Pro

g.

4.1

Impr

ove

rem

uner

atio

n sy

stem

s be

twee

n de

sign

ated

pos

tal o

pera

tors

80

6,80

0 45

,000

85

1,80

0 0

0 0

0 0

0 85

1,80

0

Pro

g.

4.2

Stre

ngth

en th

e U

PU

's c

apac

ity to

re

spon

d ap

prop

riate

ly to

cha

ngin

g ne

eds

in th

e m

arke

t

551,

600

82,5

00

634,

100

0

0

0

184,

800

2,00

0 18

6,80

0

820,

900

Pro

g.

4.3

Stim

ulat

e th

e in

clus

ion

of a

ll se

gmen

ts o

f the

pop

ulat

ion

thro

ugh

grea

ter a

nd/o

r tar

gete

d ac

cess

to

post

al s

ervi

ces

82,8

00

17,0

00

99,8

00

292,

900

220,

500

513,

400

0

0

0

613,

200

Pro

g.

4.4

Pro

mot

e en

viro

nmen

tal a

war

enes

s,

soci

al re

spon

sibi

lity

and

resi

lienc

e to

di

sast

ers

123,

200

5,50

0

128,

700

0

0

0 36

9,60

0

0

369,

600

498,

300

Extr

abud

geta

ry p

rogr

amm

es

0 45

0,00

0 45

0,00

0 9,

680,

400

2,94

0,80

0 12

,621

,200

0

0 0

13,0

71,2

00

Pro

g.

5.1

EM

S C

oope

rativ

e 0

0 0

1,83

8,40

0 95

7,80

0 2,

796,

200

0 0

0 2,

796,

200

Pro

g.

5.2

Tele

mat

ics

Coo

pera

tive

0 45

0,00

0 45

0,00

0 7,

842,

000

1,98

3,00

0 9,

825,

000

0 0

0 10

,275

,000

115

2015

per

iod

Reg

ular

bud

get

1st p

illar

E

xtra

budg

etar

y re

sour

ces

2n

d pi

llar

Ext

rabu

dget

ary

reso

urce

s

3rd

pilla

r

Title

S

taff

Oth

er

Tota

l S

taff

Oth

er

Tota

l S

taff

Oth

er

Tota

l To

tal

Tech

nica

l coo

pera

tion

2,

711,

280

2,88

8,00

0 5,

599,

280

0 0

0 0

300,

000

300,

000

5,89

9,28

0

Pro

g.

6.1

Dev

elop

men

t and

impl

emen

tatio

n of

re

gion

al d

evel

opm

ent p

lans

and

re

gion

al p

roje

cts

2,71

1,28

0 2,

888,

000

5,59

9,28

0 0

0 0

0 30

0,00

0 30

0,00

0 5,

899,

280

Supp

ort p

rogr

amm

es

12,5

93,0

90

8,86

3,79

5 21

,276

,885

74

3,80

0 39

6,00

0 1,

139,

800

127,

200

104,

900

232,

100

22,6

48,7

85

Pro

g.

7.1

Pla

nnin

g, im

plem

enta

tion

and

eval

uatio

n of

Doh

a P

osta

l Stra

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116

3 Programme and Budget presented by type of expense and revenue 3.1 Regular budget expenses The regular budget represents 62.4 % of the total resources available to the Universal Postal Union. For 2016, the amount of the budget is set at 36,824,735 CHF, below the ceiling decided upon by Congress, i.e. 37,235,000 CHF. The investments planned in 2016 are presented in table II. Table II – Planned investments (in Swiss francs) Description Amount

Computer and communication equipment

Various hardware ("Big Data", Dashboard) 30,000

Total 30,000

Computer software

Specific software ("Big Data", Cooperation Projects Management, Archiving Systems) 505,000

Total 505,000

Building 0

Total 0

Total investments 535,000 With the adoption of IPSAS, depreciation charges were introduced in 2011. They directly affect the Union budget. Table III summarizes the depreciation amounts included as expenses in the regular Union budget. Table III – Depreciation 2016 (in Swiss francs) Description Depreciation

Machines, furniture and equipment 138,000

Computer and communication equipment 197,000

Computer software 135,000

Building 1,136,500

Total depreciation 1,606,500 The other expenses under the regular budget are to be found in table IV including staff costs and other oper-ating costs.

117

Table IV – Expenses excluding depreciation (in Swiss francs) Description Amount

Staff costs

Staff costs excluding development cooperation 25,038,980

Development cooperation 2,888,000

Total staff costs 27,926,980

Other operating expenditure 7,291,255

Total expenses excluding depreciation 35,218,235

Total depreciation 1,609,500

Total recurrent expenses 36,824,735 Table V contains a summary of expenses of the regular budget of the Union. Thanks to the increase in contribution announced by one member (Côte d'Ivoire), a slight increase by 0.2% of the regular budget was possible in 2016. This is reflected in both Staff Costs (+0.2%) and Operating Costs (+0.3%) Table V – Summary of expenses of the UPU regular budget (in Swiss francs) Description 2016 budget 2015 budget Variation

Salary and allowances 17,575,980 17,465,695

Social contributions 6,768,000 6,918,000

Recruitment and separation from service 330,000 230,000

Training and other staff costs 365,000 365,000

Development cooperation 2,888,000 2,888,000

Total staff costs 27,926,980 27,866,695 0.2%

Travel costs 833,100 768,500

Consultancy and external service costs 3,419,850 3,284,800

Overheads 1,353,000 1,568,000

Equipment and supplies 1,120,005 1,227,000

Depreciation expenses 1,606,500 1,459,700

Other expenses 565,000 565,000

Total operating costs 8,897,755 8,873,000 0.3%

Total gross recurrent expenses 36,824,735 36,739,695 0.2% 3.2 Regular budget revenues 2016 Funding for the gross regular budget (36,824,735 CHF) comes from:

– the contributions of Union member countries;

– administrative receipts. Contributions represent the portion of Union resources funded by member countries. For 2016, they amount to 35,692,465 CHF, rising by 0.2% compared to 2015 thanks to the decision of Côte d'Ivoire to increase the number of contribution units from 1 to 3. The level of contributions for French translation costs is 159,750 CHF, slightly superior to 2015.

118

Table VI – Summary of revenue of the UPU regular budget (in Swiss francs) Description 2016 budget 2015 budget Variation

A. Member countries' contributions

Contributions to Union expenditure 35,692,465 35,608,925

Contributions to the costs of French translation 159,750 158,250

Total member countries' contributions 35,852,215 35,767,175 0.2%

B. Administrative income

Receipts from publication sales 200,000 200,000

Letting of premises 400,000 400,000

Miscellaneous income 330,750 330,750

Total administrative income 930,750 930,750 0.0%

C. Additional income 41,770 41,770

Grand total 36,824,735 36,739,695 0.2% The additional income represents, as in 2015, the additional contribution of Tanzania. 3.3 Level of net recurrent expenses of the Union Net recurrent expenses comprise gross expenses minus administrative income. Net recurrent expenses are funded by the contributions of member countries. The 25th Union Congress set the annual ceiling for gross recurrent expenses at 37,235,000 CHF for the period 2013–2016 (article 145.1 of the Union's General Regulations). Net recurrent expenses for 2016 are estimated at 35,852,215 CHF. Table VII – General summary (in Swiss francs) Description 2016 budget 2015 budget Variation

Union's recurrent expenses

Staff expenses excluding development cooperation 25,038,980 24,978,695

Development cooperation 2,888,000 2,888,000

Other International Bureau operating costs (including depreciation) 8,897,755 8,873,000

Total gross recurrent expenses 36,824,735 36,739,695 0.2%

Administrative income 930,750 930,750

Additional income 41,770 41,770

Net recurrent expenses 35,852,215 35,767,175 0.2%

Contributions to Union expenditure 35,692,465 35,608,925

Contributions to the costs of French translation 159,750 158,250

Total contributions of member countries 35,852,215 35,767,175 0.2%

119

4 Assignment chart of staff posts included in the Union budget 4.1 Introduction The staff posts included in the Union budget presented in table VIII include those financed from the regular Union budget and those financed from extrabudgetary resources. The 2016 Programme and Budget is based on the current IB structure. The number of core posts financed by the regular budget stands at 137.2, while according to decision CA 3/1995, modified by decision CA 17/1997 and resolution CA 2/2008.3, the maximum authorized number is 151. The other staff posts funded from extrabudgetary resources mainly involve the activities of the Postal Technology Centre (PTC), the EMS Unit and the Quality of Service Fund (QSF). The autonomous translation services based at the International Bureau do not appear in table VIII owing to their particular mode of financing and operation, characterized by independence from the Union budget. 4.2 Assignment chart Table VIII – Assignment chart of staff posts included in the 2016 budget

Categories Directorate

Union Extrabudgetary

Grand Total

(2)

Core Non-core

Total Union

Seni

or (1 )

P G Total P G Total

Seni

or (1 )

P G Total Extra

DG and DDG Offices

2.0 0.0 3.0 5.0 0.0 0.0 0.0 5.0 0.0 0.0 0.0 0.0 5.0

Executive Office, Strategy and Communication (DCSC)

1.0 7.0 4.2 12.2 1.0 0.0 1.0 13.2 0.0 0.0 0.0 0.0 13.2

Finance (DFI) 1.0 5.0 6.2 12.2 0.0 0.0 0.0 12.2 0.0 0.5 5.0 5.5 17.7 Legal Affairs (DAJ) 1.0 3.0 1.0 5.0 0.0 0.0 0.0 5.0 0.0 0.0 0.0 0.0 5.0 Human Resources (DRH)

1.0 3.0 5.3 9.3 0.0 0.0 0.0 9.3 0.0 0.0 0.0 0.0 9.3

Operations and Technology (DOT)

2.0 12.0 7.5 21.5 2.0 1.0 3.0 24.5 1.0 10.0 69.0 80.0 104.5

Logistics (DL) 1.0 7.8 25.9 34.7 1.0 1.0 2.0 36.7 0.0 0.0 1.0 1.0 37.7 Regulation Economics and Markets (DREM)

1.0 12.5 5.5 19.0 2.0 2.0 4.0 23.0 0.0 4.5 5.0 9.5 32.5

Development Cooperation (DCDEV)

1.0 10.9 6.4 18.3 1.0 0.0 1.0 19.3 0.0 3.0 3.9 6.9 26.2

Total 11.0 61.2 65.0 137.2 7.0 4.0 11.0 148.2 1.0 18.0 83.9 102.9 251.1

¹ Elected and Director category officials. ² Excludes short-term contracts and interns. 5 Member countries' contributions 5.1 Introduction Table IX summarizes the movement of contributions since 1999. Over these 17 years, the amount of the contribution unit has risen by 4,490 CHF, or 12%. Over the same period, the amount billed, i.e. the portion of the budget financed by mandatory contributions, has risen by only 5.3%. This is a direct consequence of the

120

fall in the total number of contribution units due to certain member countries' decision to change their contribution class. However, this trend was reversed in 2016 with the decision of Côte d'Ivoire to return back to 3 units. It should be noted, however, that it is possible for member countries to pay contributions in addition to those of their contribution class to the Union budget during the period between Congresses (see article 150.2 of General Regulations). The payment of additional contributions has no effect on the value of the contribution unit, since they are not included in the total amount billed to member countries. This possibility was used by Tanzania (United Rep.), which has volunteered to pay one additional unit. 5.2 Contribution unit calculation method The contribution unit is calculated by first taking the amount of net recurrent expenses (35,852,215 CHF) and subtracting from that the amount of contributions to the French Translation Service (159,750 CHF – see table VII). Once this has been done, the amount concerned (35,692,465 CHF) is divided by the total number of contribution units (854.5) to be billed to member countries. 5.3 Movement of contributions Table IX – Movement of contributions since 1999 (in Swiss francs) Year Total number of

contribution units Amount of contribution

unit Total amount billed

1999 908.5 37,280 33,868,880

2000 907 37,280 33,812,960

2001 878 39,110 34,338,580

2002 878 39,110 34,338,580

2003 877 39,360 34,518,720

2004 877 39,360 34,518,720

2005 865 39,360 34,046,400

2006 865 39,360 34,046,400

2007 867.5 39,990 34,691,325

2008 867.5 39,990 34,691,325

2009 864.5 40,993 35,438,449

2010 864.5 40,993 35,438,449

2011 864 41,770 36,089,280

2012 865.5 41,770 36,151,935

2013 852.5 41,770 35,608,925

2014 852.5 41,770 35,608,925

2015 852.5 41,770 35,608,925

2016 854.5 41,770 35,692,465

Part III Attachments

Attachment 1

System for financing the Union budget I. Introduction 1 The 24th Congress approved the introduction of a new system for financing the Union budget. The aim of Congress was to urge the Union to ensure that it had appropriate financial resources for carrying out its missions in the best conditions and to better meet the expectations of postal sector stakeholders. The provisions of the General Regulations (article 150.2) read as follows: "Notwithstanding the contribution classes listed in paragraph 1, any member country may elect to contribute a higher number of units than that corresponding to the contribution class to which it belongs, for a minimum term equivalent to the period between Congresses. The announcement of a change shall be made at the latest at Congress. At the end of the period between Congresses, the member country shall return automatically to its original number of contribution units unless it decides to maintain its contribution of a higher number of units. The payment of additional contributions shall increase the expenditure accordingly." 2 The new system of financing the Union budget is based on three pillars:

– a first pillar financed by national contributions from member countries, representing the Union's regular budget;

– a second pillar, financed by contributions from members of the Telematics Cooperative of the Postal Technology Centre (PTC), the EMS Cooperative and other similar bodies;

– a third pillar financed by public and private donors, representing tied and untied extrabudgetary resources; the aim of this third pillar is to finance activities that have no funding.

3 It is therefore essential for all of these activities to be self-financing. II. How the three pillars function a First pillar 4 The first pillar has two parts. The first part, the larger of the two, represents the Union's regular budget funded by the national contributions of member countries, with an expenditure ceiling set by Congress. 5 The second part consists of the contribution units paid by member countries in addition to those relat-ing to their original contribution class, between two Congresses. This second part is not restricted by the expenditure ceiling set by Congress.

First part – Regular budget with ceiling set by Congress

Second part – Additional contribution units

2

6 The features of the first pillar are as follows:

– Member countries are free to pay a number of contribution units in addition to those of their original contribution class between Congresses. These units will be billed separately so as to distinguish them from those billed under membership of a given contribution class, as defined in the General Regulations.

– At the end of the period between Congresses, member countries are free to choose whether or not to continue paying additional contribution units.

– The payment of additional contribution units is not taken into account in the calculation of the contribu-tion unit's value for the regular budget, the ceiling for which continues to be set by Congress.

– The additional contribution units received are allocated, in a completely transparent manner, to activi-ties paid for out of the regular budget that have not been allocated the financial resources needed for their implementation.

b Second pillar 7 The second pillar represents the Telematics and EMS Cooperatives and similar bodies. Their activities are funded by the annual fees of their members (which have voting rights commensurate with their contribu-tion class) and from the sale of services. Governed by rules and involved in activities that contribute to the aims and principles of the UPU and its missions, these entities have their own management bodies and their own staff. Like the accounts of the Union's regular budget, their accounts are audited by the External Auditor appointed by the Swiss Government. 8 The Telematics and EMS Cooperatives and similar bodies are, by definition, self-funding profit and investment centres. Their own accounting rules allow for income to be earmarked to expenditure in order to break even, whereas in the Union's regular budget, income and expenditure are both set by the Council of Administration (CA). They are full-scale service providers doing business in a competitive environment. Consequently, it is quite logical for them to have a place of their own in the new set-up for financing the Union's budget, namely in the second pillar. Since its resources are extrabudgetary, the second pillar is not affected by the expenditure ceiling set by Congress. The features of the second pillar are as follows:

– improved visibility and transparency for the activities of the Telematics and EMS Cooperatives and similar bodies, benefiting members and customers alike;

– value-added activities combined in the same financial set-up, enabling a better evaluation of returns on investments;

– better quality financial information available to the members of these bodies and the Union's main deliberative bodies (Congress, CA and POC).

c Third pillar 9 The aim of the third pillar is to fund Union activities that form part of the world postal strategy approved by Congress and whose level of financial resources is deemed insufficient for their implementation. In con-junction with the financial evaluation of proposals by the member countries when the world postal strategy is established by Congress, the third pillar will allow for a clear identification and assessment of the funding needs to be met by the member countries and other public and private donors. The funds come from public and private donors. The payments made are either tied or untied voluntary funds, depending on the donors' wishes and the priorities given to the activities included under the third pillar.

Telematics and EMS Cooperatives and similar bodies

Funding from annual fees and revenue from sale of services

3

10 The prescribed limits on the Union's regular budget leave little room for manoeuvre for funding activi-ties related to the implementation of the world postal strategy. The third pillar comprises activities currently financed from the Voluntary Fund, such as direct mail, the development of philately, POST*CODE, the WADP Stamp Numbering System (WNS) and the publishing sector. Like funding set-ups in other United Nations specialized agencies, the third pillar is intended for all tied and untied funds from public and private donors. Since its resources are extrabudgetary, the third pillar is not affected by the expenditure ceiling set by Congress. The features of the third pillar are as follows:

– adequate financial resources are made available for implementing the world postal strategy;

– member countries' expectations of technical assistance and development cooperation are met to a greater extent;

– transparency is ensured in the allocation and use of the funds paid when audits are conducted by the External Auditor appointed by the Swiss Government;

– donors are free to pay the amounts they decide on, over a period of their choice. III. Determining the value of the contribution unit under the new system for financing the Union

budget 11 The value of the contribution unit is based on the amount of net recurrent expenditure in the Union regular budget approved by the CA and on the total number of contribution units. 12 Thus, for 2016, the value of the contribution unit (in Swiss francs) was calculated as follows: Net recurrent expenditure for 2016 (a) 35,692,465

Total number of contribution units (b) 854.5

Amount of contribution unit (a/b) 41,770 13 With the new system for financing the Union budget, the payment of additional contribution units (relat-ing to article 150.2 of the General Regulations mentioned in the introduction) does not affect the total number of contribution units used to calculate the value of the contribution unit. A change in the value of the contribution unit is brought about by:

– maintaining the regular budget at a constant nominal value;

– a member country's decision to change contribution class for an indefinite period, communicated to the International Bureau at least two months before the opening of Congress (article 150.4 of the General Regulations).

Voluntary funds

Financing by a percentage of the first pillar's additional contribution units and by funds from public and private donors

4

14 Thus, a member country's decision to change contribution class affects the amount of the contribution unit as follows:

Member country's notification

Level of regular budget

Total number of contribution units

Amount of contribution unit

Increase in contribution class

Unchanged

Decrease in contribution class

Unchanged

Attachment 2

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Attachment 3

Distribution of member countries according to their contribution class for 2016

Contribution units

Class of 50 units 1 France 50 2 Japan 50 3 United Kingdom of Great Britain and Northern Ireland 50 4 United States of America 50 200 Class of 45 units 1 Germany 45 Class of 40 units 1 Canada 40 Class of 25 units 1 China (People's Rep.) 26.5 Including: Hong Kong, China, voluntary contribution by China (People's Rep.) 1 Macao, China, voluntary contribution by China (People's Rep.) 0.5 2 Italy 25 3 Spain 25 76.5 Class of 20 units 1 Australia 20 2 India 20 3 Saudi Arabia 20 60 Class of 15 units 1 Belgium 15 2 Brazil 15 3 Korea (Rep.) 15 4 Netherlands 15 5 Russian Federation 15 6 Sweden 15 7 Switzerland 15 105 Class of 10 units 1 Denmark 10 2 Finland 10 3 Indonesia 10 4 Mexico 10 5 Nigeria 10 6 Norway 10 7 Pakistan 10 8 South Africa 10 80

2

Contribution units Class of 5 units 1 Algeria 5 2 Austria 5 3 Czech Rep. 5 4 Egypt 5 5 Hungary 5 6 Iran (Islamic Rep.) 5 7 Ireland 5 8 Kuwait 5 9 Libya 5 10 Morocco 5 11 New Zealand 5 12 Poland 5 13 Tunisia 5 14 Turkey 5 15 Ukraine 5 75 Class of 3 units 1 Argentina 3 2 Bangladesh 3 3 Bulgaria (Rep.) 3 4 Chile 3 5 Colombia 3 6 Côte d'Ivoire (Rep.) 3 7 Dem. Rep. of the Congo 3 8 Ghana 3 9 Overseas Territories (United Kingdom of Great Britain and Northern Ireland) 3 Overseas Territories, voluntary contribution by United Kingdom of Great Britain 1 and Northern Ireland 10 Greece 3 11 Iraq 3 12 Israel 3 13 Kenya 3 14 Malaysia 3 15 Portugal 3 16 Romania 3 17 Slovakia 3 18 Sri Lanka 3 19 Thailand 3 20 Uruguay 3 21 Zimbabwe 3 64 Class of 1 unit 1 Albania 1 2 Antigua and Barbuda 1 3 Aruba, Curaҫao and Sint Maarten 1 4 Armenia 1 5 Azerbaijan 1 6 Bahamas 1 7 Bahrain (Kingdom) 1 8 Barbados 1 9 Belarus 1

3

Contribution units Class of 1 unit (cont.) 10 Belize 1 11 Bolivia 1 12 Bosnia and Herzegovina 1 13 Botswana 1 14 Brunei Darussalam 1 15 Cambodia 1 16 Cameroon 1 17 Congo (Rep.) 1 18 Costa Rica 1 19 Croatia 1 20 Cuba 1 21 Cyprus 1 22 Dem. People's Rep. of Korea 1 23 Dominica 1 24 Dominican Rep. 1 25 Ecuador 1 26 El Salvador 1 27 Estonia 1 28 Fiji 1 29 Gabon 1 30 Georgia 1 31 Grenada 1 32 Guatemala 1 33 Guyana 1 34 Honduras (Rep.) 1 35 Iceland 1 36 Jamaica 1 37 Jordan 1 38 Kazakhstan 1 39 Kyrgyzstan 1 40 Latvia 1 41 Lebanon 1 42 Liberia 1 43 Liechtenstein 1 44 Lithuania 1 45 Luxembourg 1 46 Madagascar 1 47 Maldives 1 48 Malta 1 49 Mauritania 1 50 Mauritius 1 51 Moldova 1 52 Monaco 1 53 Mongolia 1 54 Montenegro 1 55 Myanmar 1 56 Namibia 1 57 Nauru 1 58 Nicaragua 1 59 Oman 1 60 Panama (Rep.) 1 61 Papua New Guinea 1 62 Paraguay 1 63 Peru 1

4

Contribution units Class of 1 unit (cont.) 64 Philippines 1 65 Qatar 1 66 Saint Christopher (St Kitts) and Nevis 1 67 Saint Lucia 1 68 Saint Vincent and the Grenadines 1 69 San Marino 1 70 Senegal 1 71 Serbia 1 72 Seychelles 1 73 Singapore 1 74 Slovenia 1 75 Suriname 1 76 Swaziland 1 77 Syrian Arab Rep. 1 78 Tajikistan 1 79 the former Yugoslav Republic of Macedonia 1 80 Trinidad and Tobago 1 81 Tonga (including Niuafo'ou) 1 82 Turkmenistan 1 83 United Arab Emirates 1 84 Uzbekistan 1 85 Vanuatu 1 86 Vatican 1 87 Venezuela (Bolivarian Rep.) 1 88 Viet Nam 1 89 Zambia 1 89 Class of 0.5 unit 1 Afghanistan 0.5 2 Angola 0.5 3 Benin 0.5 4 Bhutan 0.5 5 Burkina Faso 0.5 6 Burundi 0.5 7 Cape Verde 0.5 8 Central African Rep. 0.5 9 Chad 0.5 10 Comoros 0.5 11 Djibouti 0.5 12 Equatorial Guinea 0.5 13 Eritrea 0.5 14 Ethiopia 0.5 15 Gambia 0.5 16 Guinea 0.5 17 Guinea-Bissau 0.5 18 Haiti 0.5 19 Kiribati 0.5 20 Lao People's Dem. Rep. 0.5 21 Lesotho 0.5 22 Malawi 0.5 23 Mali 0.5 24 Mozambique 0.5 25 Nepal 0.5 26 Niger 0.5

5

Contribution units Class of 0.5 unit (cont.) 27 Rwanda 0.5 28 Samoa 0.5 29 Sao Tome and Principe 0.5 30 Sierra Leone 0.5 31 Solomon Islands 0.5 32 Somalia 0.5 33 South Sudan 0.5 34 Sudan 0.5 35 Tanzania (United Rep.) 0.5 36 Timor-Leste (Dem. Rep.) 0.5 37 Togo 0.5 38 Tuvalu 0.5 39 Uganda 0.5 40 Yemen 0.5 20.0 Grand total: 192 member countries 854.5

Attachment 4

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espo

nsi-

ble

IB

dire

c-to

rate

1st p

illar

P&

B 2

016

allo

catio

n 2n

d pi

llar P

&B

201

6 al

loca

tion

3rd

pilla

r P&

B 2

016

allo

catio

n

P (M

/M)

G

(M/M

) O

ther

(C

HF)

P

(M/M

) G

(M

/M)

Oth

er

(CH

F)

P (M

/M)

G

(M/M

) O

ther

(C

HF)

CA

C 1

D

4.1.

3 C

58

Def

initi

on o

f a s

anc-

tions

mec

hani

sm fo

r no

n-pa

ymen

t of

ongo

ing,

long

-term

de

bts

rela

ted

to

gene

ral a

ccou

nts

(CN

52)

bet

wee

n de

sign

ated

ope

rato

rs

DR

EM

1

1 0

0 0

0 0

0 0

CA

C 1

D

4.2.

1 C

5

Mea

sure

s to

be

take

n fo

r the

effi

cien

t m

anag

emen

t of t

he

UP

U b

udge

t

DR

EM

/ D

FI

2 1

0 0

0 0

0 0

0

CA

C 1

D

4.2.

2 C

17

Pro

mot

ion

of m

ore

effic

ient

dec

isio

n m

akin

g –

UP

U p

olic

y on

bet

ter o

rgan

iza-

tion

of m

eetin

gs o

f U

nion

bod

ies,

bet

ter

docu

men

t man

age-

men

t and

e-

publ

icat

ions

DR

EM

2

0.5

0 0

0 0

0 0

0

CA

C 1

D

4.2.

3 C

26

Man

agem

ent o

f the

w

ork

of th

e U

nion

–

Furth

er re

form

of t

he

UP

U

DR

EM

12

1

13,5

00

0 0

0 0

0 0

CA

C 1

D

4.2.

4 C

24

Gen

eral

revi

sion

of

the

Con

vent

ion

and

its R

egul

atio

ns to

m

ake

the

PO

C a

m

ore

effic

ient

and

sw

ifter

dec

isio

n-m

akin

g bo

dy

DR

EM

4

2 30

,000

0

0 0

0 0

0

CA

C 1

D

4.2.

6 C

7

Inte

rcon

nect

ion

of

wid

er p

osta

l sec

tor

exte

rnal

sta

keho

ld-

ers

to U

PU

pro

duct

s an

d se

rvic

es

DR

EM

2

0.5

23,0

00

0 0

0 0

0 0

3

Res

pons

i-bl

e C

A/P

OC

bo

dy

P&

B

proj

ect

No.

Res

. N

o.

Res

olut

ion

title

R

espo

nsi-

ble

IB

dire

c-to

rate

1st p

illar

P&

B 2

016

allo

catio

n 2n

d pi

llar P

&B

201

6 al

loca

tion

3rd

pilla

r P&

B 2

016

allo

catio

n

P (M

/M)

G

(M/M

) O

ther

(C

HF)

P

(M/M

) G

(M

/M)

Oth

er

(CH

F)

P (M

/M)

G

(M/M

) O

ther

(C

HF)

CA

C 1

D

4.2.

7 C

28

Con

tinua

tion

of th

e st

udy

on th

e po

ssib

i-lit

y of

est

ablis

hing

a

perm

anen

t Uni

vers

al

Pos

tal C

onve

ntio

n af

ter t

he 2

5th

Con

gres

s

DR

EM

2

0 0

0 0

0 0

0 0

CA

C 1

D

4.2.

8 C

16

Sup

port

cost

s fo

r us

er-fu

nded

sub

sidi

-ar

y bo

dy a

ctiv

ities

DR

EM

/ D

FI

2 0

2,00

0 0

0 0

0 0

0

CA

C 1

D

4.2.

9 C

681

Stu

dy o

f the

def

ini-

tions

of t

erm

s an

d ex

pres

sion

s un

der

artic

le 1

of t

he

Uni

vers

al P

osta

l C

onve

ntio

n

DR

EM

1

0.5

0

0 0

0 0

0 0

CA

C 1

D

4.2.

10

C 6

81 S

tudy

of t

he u

se o

f te

rm "p

osta

l ser

-vi

ce(s

)" in

the

Acts

of

the

Uni

on

DR

EM

1

1 0

0 0

0 0

0 0

CA

C 1

D

4.2.

11

C 6

81 S

tudy

on

the

use

of

term

"let

ter p

ost

item

s" in

the

UP

U

Con

stitu

tion

DR

EM

1

0 0

0 0

0 0

0 0

CA

C 1

D

7.7.

3 C

30

Dis

sem

inat

ion

of

post

al in

form

atio

n D

OT/

D

RE

M

0.5

2 7,

000

0 0

0 0

0 0

Tota

l 52

.5

17.5

10

3,50

0 0

0 0

0 0

0

CA

C 2

D

3.4.

2 C

22

Dev

elop

men

t of U

PU

re

gula

tions

on

post

al

acco

unts

DO

T 2

2 0

0 0

0 0

0 0

CA

C 2

D

3.4.

3 C

20

Cre

atio

n of

a U

PU

w

orld

wid

e cl

earin

g an

d se

ttlem

ent s

ys-

tem

for p

osta

l pay

-m

ent s

ervi

ces

DO

T 2

2 0

0 0

70,0

00

0 0

0

1 C 6

8/20

12 is

a m

erge

r of t

hree

pro

posa

ls (o

rigin

al n

umbe

rs 7

0, 7

1 an

d 82

) app

rove

d by

the

25th

Con

gres

s.

4

Res

pons

i-bl

e C

A/P

OC

bo

dy

P&

B

proj

ect

No.

Res

. N

o.

Res

olut

ion

title

R

espo

nsi-

ble

IB

dire

c-to

rate

1st p

illar

P&

B 2

016

allo

catio

n 2n

d pi

llar P

&B

201

6 al

loca

tion

3rd

pilla

r P&

B 2

016

allo

catio

n

P (M

/M)

G

(M/M

) O

ther

(C

HF)

P

(M/M

) G

(M

/M)

Oth

er

(CH

F)

P (M

/M)

G

(M/M

) O

ther

(C

HF)

CA

C 2

D

7.2.

1 –

Sup

port

cost

s fo

r ex

trabu

dget

ary

activ

ities

– li

nk to

D

4.2.

1

DFI

4

7.2

0 0

0 0

0 0

0

CA

C 2

D

7.2.

2 –

UP

U*C

lear

ing

DFI

4

0 0

0 12

58

,000

0

0 0

CA

C 2

D

7.2.

3 –

Pro

gram

me

and

budg

et

DFI

16

6

0 0

0 0

0 0

0

CA

C 2

D

7.2.

4 –

UP

U C

ontri

butio

ns

syst

em

DFI

2

6 0

0 0

0 0

0 0

CA

C 2

D

7.2.

5 C

75

Fina

ncia

l ope

ratin

g re

ports

D

FI

24

38.4

36

,000

0

0 0

0 0

0

CA

C 2

D

7.2.

6 –

IPS

AS

D

FI

4 0

0 0

0 0

0 0

0

CA

C 2

D

7.2.

7 –

UP

U P

rovi

dent

sc

hem

e D

FI

14

7.2

120,

000

0 0

0 0

0 0

CA

C 2

D

7.2.

8 –

Qua

lity

of S

ervi

ce

Fund

D

FI

4 0

0 6

48

338,

000

0 0

0

CA

C 2

D

7.2.

9 –

Inte

rnal

con

trol

syst

em

DC

SC

20

5

137,

600

0 0

0 0

0 0

CA

C 2

D

7.2.

10

– P

roce

ssin

g or

ders

fo

r pub

licat

ions

D

FI

0 9.

6 0

0 0

0 0

0 0

CA

C 2

D

7.2.

11

– O

ther

fina

ncia

l fee

s D

FI

0 0

95,0

00

0 0

0 0

0 0

CA

C 2

D

7.3.

1 –

Hum

an re

sour

ces

polic

y an

d m

anag

e-m

ent s

yste

m

DR

H

24

46.2

1,

350,

540

0 0

0 0

0 0

CA

C 2

D

7.3.

2 –

Trai

ning

pol

icy

DR

H

12

9 30

0,00

0 0

0 0

0 0

0

CA

C 2

D

7.3.

3 –

Sta

ff pr

oduc

tivity

D

RH

6

2.4

0 0

0 0

0 0

0

CA

C 2

D

7.3.

4 C

74

Man

agem

ent o

f sta

ff of

the

IB o

f the

UP

U

DR

H

6 6

0 0

0 0

0 0

0

Tota

l 14

4 14

7 2,

039,

140

6 60

46

6,00

0 0

0 0

CA

C 3

D

7.1.

1 C

80

C 8

1 D

oha

Pos

tal

Stra

tegy

and

st

rate

gic

plan

ning

ac

tiviti

es

DC

SC

24

7.

2 20

,000

0

0 0

0 0

0

Tota

l 24

7.

2 20

,000

0

0 0

0 0

0

5

Res

pons

i-bl

e C

A/P

OC

bo

dy

P&

B

proj

ect

No.

Res

. N

o.

Res

olut

ion

title

R

espo

nsi-

ble

IB

dire

c-to

rate

1st p

illar

P&

B 2

016

allo

catio

n 2n

d pi

llar P

&B

201

6 al

loca

tion

3rd

pilla

r P&

B 2

016

allo

catio

n

P (M

/M)

G

(M/M

) O

ther

(C

HF)

P

(M/M

) G

(M

/M)

Oth

er

(CH

F)

P (M

/M)

G

(M/M

) O

ther

(C

HF)

CA

C 4

D

1.1.

1 C

67

Qua

lity

of S

ervi

ce

Fund

(QS

F)

DC

DE

V

0 0

0 12

46

.8

0 0

0 0

CA

C 4

D

2.3.

3 C

12

Pos

tal e

cono

mic

s D

RE

M

14

2 16

,500

0

0 0

0 0

0

CA

C 4

D

2.3.

4 C

12

Pos

tal s

tatis

tics

DR

EM

14

2

11,0

00

0 0

0 0

0 0

CA

C 4

D

4.4.

1 C

66

Wor

k on

sus

tain

able

de

velo

pmen

t D

CD

EV

4

0 5,

500

0 0

0 12

0

0

CA

C 4

D

4.4.

2 C

64

Dis

aste

r ris

k M

anag

emen

t D

CD

EV

3.

5 0

0 0

0 0

12

0 0

CA

C 4

D

4.4.

3 C

76

Est

ablis

hmen

t of a

vo

lunt

ary

carb

on

offs

et s

yste

m fo

r the

de

sign

ated

ope

rato

rs

of U

PU

mem

ber

coun

tries

DC

DE

V

0.5

0 0

0 0

0 0

0 0

CA

C 4

D

6.1.

1 C

63

UP

U d

evel

opm

ent

coop

erat

ion

polic

y fo

r 201

3–20

16

DC

DE

V

118

74.8

2,

888,

000

0 0

0 0

0 20

0,00

0

CA

C 4

D

6.1.

2 C

65

Fina

ncin

g of

the

UP

U E

mer

genc

y an

d S

olid

arity

Fun

d

DC

DE

V

2 2

0 0

0 0

0 0

100,

000

Tota

l 15

6 80

.8

2,92

1,00

0 12

46

.8

0 24

0

300,

000

PO

C

Ple

nary

D

2.5.

3 –

Con

sulta

tive

Com

mitt

ee –

furth

er

stre

ngth

enin

g its

role

in

all

UP

U a

ctiv

ities

DR

EM

4

4 5,

000

0 0

0 0

0 80

,000

PO

C

Ple

nary

D

5.1.

1 C

60

EM

S C

oope

rativ

e E

MS

0

0 0

12

156

957,

800

0 0

0

PO

C

Ple

nary

D

5.2.

1 C

59

Futu

re s

trate

gy o

f th

e Te

lem

atic

s C

oope

rativ

e an

d fin

anci

ng o

f its

ac

tiviti

es

PTC

0

0 45

0,00

0 60

64

8 1,

983,

000

0 0

0

Tota

l 4

4 45

5,00

0 72

80

4 2,

940,

800

0 0

80,0

00

6

Res

pons

i-bl

e C

A/P

OC

bo

dy

P&

B

proj

ect

No.

Res

. N

o.

Res

olut

ion

title

R

espo

nsi-

ble

IB

dire

c-to

rate

1st p

illar

P&

B 2

016

allo

catio

n 2n

d pi

llar P

&B

201

6 al

loca

tion

3rd

pilla

r P&

B 2

016

allo

catio

n

P (M

/M)

G

(M/M

) O

ther

(C

HF)

P

(M/M

) G

(M

/M)

Oth

er

(CH

F)

P (M

/M)

G

(M/M

) O

ther

(C

HF)

PO

C C

1

D1.

1.5

C 5

2 A

ctiv

ities

rela

ting

to

oper

atio

ns a

nd

acco

untin

g –

oper

atio

ns

DO

T 12

0.

5 0

0 0

0 0

0 0

PO

C C

1

D1.

1.6

C 5

6 W

ork

rela

ting

to

trans

port

mat

ters

D

OT

6 6

35,5

00

0 0

0 0

0 0

PO

C C

1

D1.

1.7

C 5

0 C

oope

ratio

n w

ith th

e ai

rline

indu

stry

D

OT

2 2

15,5

00

0 0

0 0

0 0

PO

C C

1

D1.

1.8

C 5

1 C

oope

ratio

n w

ith th

e ci

vil a

viat

ion

sect

or

DO

T 2

2 10

,000

0

0 0

0 0

0

PO

C C

1

D1.

2.1

C 4

9 Im

plem

enta

tion

of

elec

troni

c da

ta in

ter-

chan

ge (E

DI)

sup-

porti

ng c

usto

ms,

tra

nspo

rt se

curit

y an

d ot

her a

utho

ritie

s

DO

T 2

2 51

,000

0

0 0

0 0

0

PO

C C

1

D1.

2.2

C 5

5 W

ork

rela

ting

to

cust

oms

mat

ters

D

OT

14

12

25,5

00

0 0

0 0

0 0

PO

C C

1

D1.

2.3

C 5

3 D

evel

opm

ent o

f su

pply

cha

in s

tand

-ar

ds fo

r the

pos

tal

sect

or

DO

T 12

2.

4 55

,000

0

0 0

0 0

0

PO

C C

1

D1.

3.4

C 4

8 A

ddre

ss in

frast

ruc-

ture

stra

tegy

–

deve

lopm

ent

DO

T 0

3 55

,000

0

0 0

60

24

105,

000

PO

C C

1

D1.

3.6

C 4

5 A

ctiv

ities

rela

ting

to

stan

dard

izat

ion

DO

T 12

0.

6 70

,000

0

0 0

0 0

0

PO

C C

1

D1.

5.1

C 4

8 A

ddre

ss in

frast

ruc-

ture

stra

tegy

–

prom

otio

n

DC

DE

V

10.8

0

12,0

00

0 0

0 0

0 0

PO

C C

1

D2.

4.1

C 5

2 A

ctiv

ities

rela

ting

to

oper

atio

ns a

nd

acco

untin

g –

acco

untin

g

DO

T 9

0.6

0 0

0 0

0 0

0

PO

C C

1

D4.

1.4

C 6

1 C

ontin

uatio

n of

wor

k on

pos

tal r

even

ue

prot

ectio

n

DO

T 2

0 0

0 0

0 0

0 0

Tota

l 83

.8

31.1

32

9,50

0 0

0 0

60

24

105,

000

7

Res

pons

i-bl

e C

A/P

OC

bo

dy

P&

B

proj

ect

No.

Res

. N

o.

Res

olut

ion

title

R

espo

nsi-

ble

IB

dire

c-to

rate

1st p

illar

P&

B 2

016

allo

catio

n 2n

d pi

llar P

&B

201

6 al

loca

tion

3rd

pilla

r P&

B 2

016

allo

catio

n

P (M

/M)

G

(M/M

) O

ther

(C

HF)

P

(M/M

) G

(M

/M)

Oth

er

(CH

F)

P (M

/M)

G

(M/M

) O

ther

(C

HF)

PO

C C

2

D1.

4.2

C 3

8 D

evel

opm

ent o

f ph

ilate

ly –

WN

S D

RE

M

0 0

0 2.

5 12

17

7,00

0 0

0 0

PO

C C

2

D2.

1.1

C 1

0 D

irect

mai

l, di

rect

m

arke

ting,

and

po

stal

mar

kets

de

velo

pmen

t

DR

EM

0

2 0

0 0

0 6

12

200,

000

PO

C C

2

D2.

3.1

C 9

M

arke

ts d

evel

op-

men

t – S

trate

gic

driv

ers

and

issu

es

DR

EM

12

2

48,0

00

0 0

0 0

0 0

PO

C C

2

D2.

5.2

C 1

1 P

osta

l mar

ket d

evel

-op

men

t – W

orld

wid

e po

stal

trad

e fa

cilit

a-tio

n fo

r mic

ro, s

mal

l an

d m

ediu

m e

nter

-pr

ises

(MS

ME

s) –

S

take

hold

er

enga

gem

ent

DR

EM

2

2 47

,000

0

0 0

0 0

0

PO

C C

2

D3.

1.1

C 1

1 P

osta

l mar

ket d

evel

-op

men

t – W

orld

wid

e po

stal

trad

e fa

cilit

a-tio

n fo

r mic

ro, s

mal

l an

d m

ediu

m e

nter

-pr

ises

(MS

ME

s) –

P

roje

ct re

plic

atio

n

DR

EM

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