Chairperson of the Select Committee on Economic Development and Trade, Sonja Boshoff, has voiced significant concerns regarding the effectiveness of the SAPO's turnaround strategy.
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Chairperson of the Select Committee on Economic Development and Trade, Sonja Boshoff, has voiced significant concerns regarding the effectiveness of the business rescue practitioners (BRPs) leading the organisation’s turnaround strategy.
Following a presentation by the BRPs on Wednesday, which outlined a vision to evolve SAPO into an e-commerce hub and multipurpose service centre, Boshoff highlighted several troubling realities that raise alarm about the plan's viability.
Foremost among her concerns is the recent retrenchment of over 4,000 employees, casting a shadow on the future of many livelihoods.
Despite the substantial workforce reduction, ambiguity remains regarding the potential for further layoffs, exacerbating uncertainty among employees and stakeholders alike.
“Service delivery at the Post Office has significantly deteriorated, and the entity continues to survive on state bailouts,” Boshoff stated.
“Public confidence has been completely eroded, and the long-term sustainability of SAPO remains in serious jeopardy.”
Her comments underscore a growing sentiment that the turnaround strategy, while ambitious in its goals, lacks the substance and support necessary for meaningful progress.
Another point of contention for Boshoff is the BRPs' request to present key elements of the turnaround strategy in closed sessions.
“SAPO is a state-owned enterprise funded by public money. The use of in-camera briefings must remain the exception, not the rule,” she argued, stressing that such sessions should only occur under genuine commercial sensitivity rather than as a means to obscure institutional failures from public scrutiny and parliamentary oversight.
The BRPs' strategy outlined vague notions of digitisation, a revised branch footprint, and hybrid financing models, yet it fell short on detailing innovation and measurable outcomes.
Boshoff emphasised the urgency of clearer implementation timelines and funding structures, as well as addressing the pressing questions surrounding the lack of serious private investment in SAPO's recovery.
“How many of the retrenched employees have actually received support through the TERS fund? What efforts have been made to engage the private sector in restoring core service functions? On what basis is SAPO still classified as a ‘strategic national asset’ while continuing to rely on repeated state bailouts?” she queried, adding to a list of unanswered questions that loom over the Post Office's potential resurgence.
Boshoff concluded with a clarion call for the restoration of credibility and trust in SAPO, asserting that public institutions must be held to high standards of transparency, accountability, and defined performance indicators, particularly when employing taxpayer funds.
“A turnaround plan cannot rely on slogans or structural tinkering. It must restore credibility, modernise operations, and rebuild trust with the South African public who depend on these services,” she stated.
As the Select Committee continues its oversight, Boshoff reiterated the necessity for stringent accountability and complete transparency throughout the business rescue process.
“The relevance of the Post Office in the broader communications and logistics sector is fast diminishing. This can only be reversed through genuine diversification of its service offering and complete modernisation of its operations,” she concluded, leaving the fate of SAPO hanging in a delicate balance.
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