Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion
This paper provides a brief overview of the postal network reform in Azerbaijan and transformation of Azerpost, Azerbaijan’s state postal operator, into an efficient platform for basic financial services delivery throughout the country. This comple...
| Main Authors: | , |
|---|---|
| Format: | Brief |
| Language: | English en_US |
| Published: |
World Bank, Washington, DC
2016
|
| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/2016/04/26222072/azerbaijan-leveraging-postal-network-financial-social-inclusion http://hdl.handle.net/10986/24199 |
| id |
okr-10986-24199 |
|---|---|
| recordtype |
oai_dc |
| spelling |
okr-10986-241992021-05-25T10:54:34Z Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion Prigozhina, Angela Boon, Johannes CORE OPERATION UNIVERSAL POSTAL SERVICES FINANCIAL SERVICES REGULATORY FRAMEWORK OPERATIONAL RISK UNIVERSAL POSTAL SUPERVISION EQUIPMENT ACCOUNTING DEPOSITS CUSTOMER FINANCIAL MANAGEMENT INTERNATIONAL CONSULTANT TELECOMMUNICATION INFORMATION SYSTEM E-COMMERCE POSTAL REGULATOR SAVINGS ACCOUNTS CAPABILITY MEDIUM ENTERPRISES TRADITIONAL MAIL STATE PROPERTY PAYMENT SYSTEM DIGITALIZATION BANKING SERVICES INFORMATION SERVICES NETWORK MODEL POSTAL NETWORK INFRASTRUCTURE PRIVATE POSTAL OPERATORS PAYMENT CARDS MAIL CARRIERS REORGANIZATION PRICING PROJECTS E-SERVICES TELEPHONE SERVICES PRODUCT DEVELOPMENT LETTERS PROFITABILITY ANALYSIS COMMUNICATIONS INSTITUTIONS PUBLIC POLICY SAVINGS NATIONAL POSTAL SOCIAL SERVICE COMMERCE FINANCIAL INSTITUTION TELECOMMUNICATIONS CURRENCY EXCHANGE PRIVATE BANKS FIXED COSTS COLLECTIONS CORPORATIZATION PRODUCTIVITY TRANSFERS POST FINANCIAL INSTITUTIONS MAIL DELIVERY DEBT MARKETING MARKETS UNIVERSAL SERVICE OBLIGATION CONSULTANT LEGISLATION FINANCIAL PRODUCTS POSTAL SERVICES ENTERPRISES ECONOMIC REFORM FINANCE GRANTS FOREIGN CURRENCY TELEPHONE INFRASTRUCTURE BANKING SECTOR BANKS TECHNOLOGY AUTOMATED TELLER MACHINES ANTENNAE NETWORK CREATION ACCOUNTABILITY POSTAL MONOPOLIES TELEGRAPH SOCIAL SERVICES POSTAL SERVICE POSTAL OPERATIONS SUBSIDIARIES VALUE PENSIONS BANK DELIVERY SERVICES NETWORKS PACKAGES PARCELS POSTAL FINANCIAL PERFORMANCE INTERNAL CONTROLS PROPERTY FINANCIAL REGULATION PRIVATE SECTOR POSTAL NETWORKS QUALITY SERVICES LOCAL CURRENCY PHYSICAL INFRASTRUCTURE PROFITABILITY GOVERNANCE INSURANCE NETWORK INFRASTRUCTURE POSTAL NETWORK RESULT MICROFINANCE POSTAL OPERATORS LAND SECURITY BUSINESSES BUSINESS LEGAL CHALLENGES NETWORK RISK DELIVERY NETWORK MANAGEMENT ACCOUNTING HUMAN RESOURCES PAYMENTS DELIVERY PAYMENT SERVICES BANKING INSTITUTIONAL DEVELOPMENT REVENUE INSTITUTION MAIL FINANCIAL SUPPORT RISK MANAGEMENT LENDING POST OFFICES TRANSITION ECONOMIES TRADITIONAL POSTAL SERVICES CUSTOMERS ENTREPRENEURSHIP FINANCIAL SYSTEMS BANK BRANCHES PARCEL SERVICES TECHNOLOGIES POST OFFICE INTERNATIONAL BANKS MANAGEMENT TECHNIQUES TELLERS PRICES QUALITY OF SERVICE POSTAL REVENUES POSTAL OPERATOR UNIVERSAL SERVICE This paper provides a brief overview of the postal network reform in Azerbaijan and transformation of Azerpost, Azerbaijan’s state postal operator, into an efficient platform for basic financial services delivery throughout the country. This complex reform, supported by the World Bank loan for Financial Services Development Project and the grants from the Swiss Office of International Cooperation (SECO), was launched in 2006 and helped the government of Azerbaijan to improve financial services delivery and inclusion in the country in parallel with modernizing and digitalizing Azerpost, expanding its financial services delivery capacity, enhancing its financial viability and maximizing the public value of Azerpost extensive branch network of 1,600 offices. In the period of 2007-1H2015, Azerpost total revenues, largely from financial services (as universal postal services remain loss-making) tripled, while volume of financial services’ sales increased four times. In 2015, Azerpost reached financial breakeven without state subsidy, and productivity of its staff increased 3 times. In 2009, Azerpost corporatized and became LLC, while in 2010, based on the new postal legislation, it was licensed as a non-bank financial institution subject to prudential supervision of the central bank. 2016-05-04T14:09:32Z 2016-05-04T14:09:32Z 2016-04 Brief http://documents.worldbank.org/curated/en/2016/04/26222072/azerbaijan-leveraging-postal-network-financial-social-inclusion http://hdl.handle.net/10986/24199 English en_US Finance in Focus; CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Brief Europe and Central Asia Azerbaijan |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
CORE OPERATION UNIVERSAL POSTAL SERVICES FINANCIAL SERVICES REGULATORY FRAMEWORK OPERATIONAL RISK UNIVERSAL POSTAL SUPERVISION EQUIPMENT ACCOUNTING DEPOSITS CUSTOMER FINANCIAL MANAGEMENT INTERNATIONAL CONSULTANT TELECOMMUNICATION INFORMATION SYSTEM E-COMMERCE POSTAL REGULATOR SAVINGS ACCOUNTS CAPABILITY MEDIUM ENTERPRISES TRADITIONAL MAIL STATE PROPERTY PAYMENT SYSTEM DIGITALIZATION BANKING SERVICES INFORMATION SERVICES NETWORK MODEL POSTAL NETWORK INFRASTRUCTURE PRIVATE POSTAL OPERATORS PAYMENT CARDS MAIL CARRIERS REORGANIZATION PRICING PROJECTS E-SERVICES TELEPHONE SERVICES PRODUCT DEVELOPMENT LETTERS PROFITABILITY ANALYSIS COMMUNICATIONS INSTITUTIONS PUBLIC POLICY SAVINGS NATIONAL POSTAL SOCIAL SERVICE COMMERCE FINANCIAL INSTITUTION TELECOMMUNICATIONS CURRENCY EXCHANGE PRIVATE BANKS FIXED COSTS COLLECTIONS CORPORATIZATION PRODUCTIVITY TRANSFERS POST FINANCIAL INSTITUTIONS MAIL DELIVERY DEBT MARKETING MARKETS UNIVERSAL SERVICE OBLIGATION CONSULTANT LEGISLATION FINANCIAL PRODUCTS POSTAL SERVICES ENTERPRISES ECONOMIC REFORM FINANCE GRANTS FOREIGN CURRENCY TELEPHONE INFRASTRUCTURE BANKING SECTOR BANKS TECHNOLOGY AUTOMATED TELLER MACHINES ANTENNAE NETWORK CREATION ACCOUNTABILITY POSTAL MONOPOLIES TELEGRAPH SOCIAL SERVICES POSTAL SERVICE POSTAL OPERATIONS SUBSIDIARIES VALUE PENSIONS BANK DELIVERY SERVICES NETWORKS PACKAGES PARCELS POSTAL FINANCIAL PERFORMANCE INTERNAL CONTROLS PROPERTY FINANCIAL REGULATION PRIVATE SECTOR POSTAL NETWORKS QUALITY SERVICES LOCAL CURRENCY PHYSICAL INFRASTRUCTURE PROFITABILITY GOVERNANCE INSURANCE NETWORK INFRASTRUCTURE POSTAL NETWORK RESULT MICROFINANCE POSTAL OPERATORS LAND SECURITY BUSINESSES BUSINESS LEGAL CHALLENGES NETWORK RISK DELIVERY NETWORK MANAGEMENT ACCOUNTING HUMAN RESOURCES PAYMENTS DELIVERY PAYMENT SERVICES BANKING INSTITUTIONAL DEVELOPMENT REVENUE INSTITUTION FINANCIAL SUPPORT RISK MANAGEMENT LENDING POST OFFICES TRANSITION ECONOMIES TRADITIONAL POSTAL SERVICES CUSTOMERS ENTREPRENEURSHIP FINANCIAL SYSTEMS BANK BRANCHES PARCEL SERVICES TECHNOLOGIES POST OFFICE INTERNATIONAL BANKS MANAGEMENT TECHNIQUES TELLERS PRICES QUALITY OF SERVICE POSTAL REVENUES POSTAL OPERATOR UNIVERSAL SERVICE |
| spellingShingle |
CORE OPERATION UNIVERSAL POSTAL SERVICES FINANCIAL SERVICES REGULATORY FRAMEWORK OPERATIONAL RISK UNIVERSAL POSTAL SUPERVISION EQUIPMENT ACCOUNTING DEPOSITS CUSTOMER FINANCIAL MANAGEMENT INTERNATIONAL CONSULTANT TELECOMMUNICATION INFORMATION SYSTEM E-COMMERCE POSTAL REGULATOR SAVINGS ACCOUNTS CAPABILITY MEDIUM ENTERPRISES TRADITIONAL MAIL STATE PROPERTY PAYMENT SYSTEM DIGITALIZATION BANKING SERVICES INFORMATION SERVICES NETWORK MODEL POSTAL NETWORK INFRASTRUCTURE PRIVATE POSTAL OPERATORS PAYMENT CARDS MAIL CARRIERS REORGANIZATION PRICING PROJECTS E-SERVICES TELEPHONE SERVICES PRODUCT DEVELOPMENT LETTERS PROFITABILITY ANALYSIS COMMUNICATIONS INSTITUTIONS PUBLIC POLICY SAVINGS NATIONAL POSTAL SOCIAL SERVICE COMMERCE FINANCIAL INSTITUTION TELECOMMUNICATIONS CURRENCY EXCHANGE PRIVATE BANKS FIXED COSTS COLLECTIONS CORPORATIZATION PRODUCTIVITY TRANSFERS POST FINANCIAL INSTITUTIONS MAIL DELIVERY DEBT MARKETING MARKETS UNIVERSAL SERVICE OBLIGATION CONSULTANT LEGISLATION FINANCIAL PRODUCTS POSTAL SERVICES ENTERPRISES ECONOMIC REFORM FINANCE GRANTS FOREIGN CURRENCY TELEPHONE INFRASTRUCTURE BANKING SECTOR BANKS TECHNOLOGY AUTOMATED TELLER MACHINES ANTENNAE NETWORK CREATION ACCOUNTABILITY POSTAL MONOPOLIES TELEGRAPH SOCIAL SERVICES POSTAL SERVICE POSTAL OPERATIONS SUBSIDIARIES VALUE PENSIONS BANK DELIVERY SERVICES NETWORKS PACKAGES PARCELS POSTAL FINANCIAL PERFORMANCE INTERNAL CONTROLS PROPERTY FINANCIAL REGULATION PRIVATE SECTOR POSTAL NETWORKS QUALITY SERVICES LOCAL CURRENCY PHYSICAL INFRASTRUCTURE PROFITABILITY GOVERNANCE INSURANCE NETWORK INFRASTRUCTURE POSTAL NETWORK RESULT MICROFINANCE POSTAL OPERATORS LAND SECURITY BUSINESSES BUSINESS LEGAL CHALLENGES NETWORK RISK DELIVERY NETWORK MANAGEMENT ACCOUNTING HUMAN RESOURCES PAYMENTS DELIVERY PAYMENT SERVICES BANKING INSTITUTIONAL DEVELOPMENT REVENUE INSTITUTION FINANCIAL SUPPORT RISK MANAGEMENT LENDING POST OFFICES TRANSITION ECONOMIES TRADITIONAL POSTAL SERVICES CUSTOMERS ENTREPRENEURSHIP FINANCIAL SYSTEMS BANK BRANCHES PARCEL SERVICES TECHNOLOGIES POST OFFICE INTERNATIONAL BANKS MANAGEMENT TECHNIQUES TELLERS PRICES QUALITY OF SERVICE POSTAL REVENUES POSTAL OPERATOR UNIVERSAL SERVICE Prigozhina, Angela Boon, Johannes Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion |
| geographic_facet |
Europe and Central Asia Azerbaijan |
| relation |
Finance in Focus; |
| description |
This paper provides a brief overview of
the postal network reform in Azerbaijan and transformation
of Azerpost, Azerbaijan’s state postal operator, into an
efficient platform for basic financial services delivery
throughout the country. This complex reform, supported by
the World Bank loan for Financial Services Development
Project and the grants from the Swiss Office of
International Cooperation (SECO), was launched in 2006 and
helped the government of Azerbaijan to improve financial
services delivery and inclusion in the country in parallel
with modernizing and digitalizing Azerpost, expanding its
financial services delivery capacity, enhancing its
financial viability and maximizing the public value of
Azerpost extensive branch network of 1,600 offices. In the
period of 2007-1H2015, Azerpost total revenues, largely from
financial services (as universal postal services remain
loss-making) tripled, while volume of financial services’
sales increased four times. In 2015, Azerpost reached
financial breakeven without state subsidy, and productivity
of its staff increased 3 times. In 2009, Azerpost
corporatized and became LLC, while in 2010, based on the new
postal legislation, it was licensed as a non-bank financial
institution subject to prudential supervision of the central bank. |
| format |
Brief |
| author |
Prigozhina, Angela Boon, Johannes |
| author_facet |
Prigozhina, Angela Boon, Johannes |
| author_sort |
Prigozhina, Angela |
| title |
Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion |
| title_short |
Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion |
| title_full |
Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion |
| title_fullStr |
Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion |
| title_full_unstemmed |
Azerbaijan : Leveraging Postal Network for Financial and Social Inclusion |
| title_sort |
azerbaijan : leveraging postal network for financial and social inclusion |
| publisher |
World Bank, Washington, DC |
| publishDate |
2016 |
| url |
http://documents.worldbank.org/curated/en/2016/04/26222072/azerbaijan-leveraging-postal-network-financial-social-inclusion http://hdl.handle.net/10986/24199 |
| _version_ |
1764455909718753280 |