 Good morning, good afternoon, good evening, whichever the part of the world you are, I first of all congratulate all the participants as well as the speakers for being part of the parcel and post expo in Vienna, Austria. Unfortunately, because of the COVID-19 situation, a lot of participants may not be able to attend, but I am sure a lot of people are attending the virtual mode. Thank you for giving opportunity to the post PG to present the short presentation onto the postal area of the postal area. As we know that the post has seen a huge changes and transformation over a period of time. If you remember those post services which used to be segmented towards the parcel post, prison of war post, pre-ADC's post, registered post and then EMS post. So post has really gone through the huge transformation of the manual driven processes to the automated processes. With the post PG being a portion of the island nation which is close to Australia and New Zealand, we are one of the island state and we have a different challenges compared to the developed nations. And if you see that the postal network is been demarcated with the developed nations, developing nations, least developed nation and small island nation. So each country have got a different challenges. With the post PG, our challenges are different compared to the developed and developing nations into that one. So we also believe that all the most of the DO's which are the postal operators are governed by the government agencies and they are all state-owned enterprises and I'm a strong believer that all the state-owned enterprises should be performing as a commercial driven organization because end of the day it is the money of the people and the taxpayer monies must be utilized in such a way that all the SOE starts performing well for the sake of the community and for the employees, for all the stakeholders involved into the business. I'm glad the post PG along with all the team is performing so well during this COVID-19 situation. We all know that the COVID has really pushed us back. We all gone through the different stress level and one of the challenge what post PG has faced during the COVID-19 situation is we literally got locked down by various countries and the parcels, the merchandising, the e-packets which used to come into the country stops happening. If you see the developed nations normally they have the city-wide cross logistical activities used to happen. They were selling in terms inter-country whereas the post whereas in Fiji most of the e-packet come from overseas and that's where our business hamper drastically onto that. We reached to the stage where our revenue declined more than 80 percent and that's where we thought that we really need to work on to the different strategies where we can look after our business and take out the drop in revenue and sustain the business was one of the important attributes we had at that time. So we were thinking what sort of strategies we should use and how do we come up all this situation where all the revenue is going down and we need to look after our staff look after our customers and the day. So we use the various strategies we one of them is a Pestle model we use where we work on to the political, economical, social factor, technological factor, environmental and legal but that was not sufficient to determine whether the Pestle model will work on to that. So we thought that why not we use the BCG model as well. Boston consulting model where we thought that certain products are performing well certain products are in the declining stage. So we analyze the each product category in such a way that where the market potential is high but our products are not performing we start working on to giving the more marketing push on to those products. We also decided that those products which are not working well or which are slowly going down it's time to harvest those products or prune those products so that the return on investment in totality becomes better into that one. Based on to that we decided that why not we launch the new products. So when we were going into the traditionally post PG do the postal services as well as we also sell the stationary product especially to the educational institute and corporate but that's a seasonal product and we thought why not we have a some different product which can put on to the shell and people can utilize that and with the team when we discuss this and we come up with a new idea that the today the need of the people is a groceries. People wanted to have a groceries so that they are leaving remain constable. So we launched the grocery literally in a fraction of two months time and most of the shell we fill up with the grocery product and our objective at that time was not to maximize the profitability but to ensure that we keep the prices lower so that people can afford our products and get this get the products at the affordable prices. So eventually there was a lot of a lot of uncertainty because we are not into the grocery business and it was a learning curve for our team. How do we merchandise? How do we price a sink strategy? What product to be put on to the shell? Which product should go at the back? All those thoughts process we starts working on that and we learn a lot and we engage some outsiders including the suppliers who keep on keep on teaching us how the product should be put on to the shell. So eventually in the three months times and four months time the thing starts working and we were glad that our revenue starts going up into the grocery side. So as we go on to those things so we also have work on to the different product category we thought that why we stuck up only on to the stationary and grocery and eventually we launch the insurance products. So whether it is term life insurance whether it is vehicle insurance so we starts expanding the product category whether it is a vertical or horizontal. It's basically product extensions you start giving so that the you increase the valid share of the customer and that really works well as well. During the decline of stage of the product life cycle we saw a lot of product like the postage mails, private mails, rental we used to have properties where a lot of people starts vacating the place. Our bill pay agency commission has gone down, telecards has gone down, the fast phones has gone down. So this product starts going down and that's where we identified that either we rejuvenate these products, give more energy to these products so that they can bounce back and start getting the better revenue into the market. The other thing we also found out what products are in growth stage and we realized that the parcels are there. The EMS products are the great opportunity for us to pump more marketing budget into that. So we put up more marketing campaign for domestic market as well as international EMS market and to tell you that this has skyrocketed with the transactions with the EMS local as well as international. We also gone into the smart mail where we print the invoices for the many of the companies because many of the organizations were at the home during the lockdown. This product really works well as well. So these are the revenue drivers we start working on to that. We also thought that since the postal is changing and the transformation is needed in today's business because our people were used to have the postal services delivery for ages and to have that change to happen to change the mindset of the people is not an easy job. It takes a long long time and that's where we start thinking that how do we change the people mindset people culture into the organization. We would like to have the productivity driven organization where people put their efforts in delivering the productivity. So we had a couple of training programs. We have internal sessions. We executive team starts understanding the new objectives and goals and then we starts developing the team. Just to give the good example we used to have a standard bonus system being a government organizations which always happen but we developed the PMS system which is a performance measurement system and during that period we realized that the lot of people who are doing extraordinary job and they got the higher scores in terms of their PMS and we are happy to deliver those results and give more incentive to our own people. That boosted the confidence of the our team. At the same time we also increase the prices. As we know that any price increase takes a while to digest into the market but we thought that it is an essential element for our sustainability of the business and that's where we have increased the prices in a slightly way. We also ensured that it will not give a huge impact on to the customers as such and that price increase also help us to boost our postal business. Apart from various BCG models and product life cycle strategies we use one of the important element of transformation we realize is a 3R strategy. Basically 3R strategy works on reforms restructure and re-engineer the business. Being a government the lot of reforms activities required and the change management happens in a very gradual process and we start working the reforms from the top management and it starts penetrating into the end employee of the organization. We also did a lot of restructuring. We did the rationing of the people. If one particular business has fallen down and there are a lot of people into that department so we trained those people for the different SPU and then we shifted and transferred them into the different thing. So what happened is during that process they all got new skills development and it helped them to learn the new products and new services to be delivered. We also did the re-engineering of our current manual driven processing into the automation and that really helped us to utilize these 3R strategies on to that one. During COVID we also took one of the important aspects is looking after our staff. It was critical to look after those staff who are working for post-PG for 25-30 years time. Whether we pay them during the isolation, whether it is positive cases, we created the bids of the into the organization so that anybody get into the positive they will be going into the isolation room into the postal operations. We also transformed their skills development capacity building and that's where we gave the more focus on to that. Obviously the cost cutting was one of the major restructure strategy we realized and it really works well for the post-PG. So in today what the post-PG is becoming a major pacific hub. We have a pacific nations neighbor countries and we look forward for their support and we would like to support them as well. I'm glad that recently into the UPU congress that director general has candidly informed to the people that the pacific is a wonderful region and I totally agree as well as compliment for being so considerate so compassionate towards the pacific nation. I am confident that anybody who come from the different region to the post to the Fiji they will see that the big smile big bright hospitality this is the beauty of the Fiji and whenever people come into that they never get rejected on to that one and that has really helped us to diversify business as well. Today post-PG is venturing to become a pacific hub for all our neighboring countries so logistics supply chain e-commerce which we have developed which is working fantastically well with the post-PG and we would like to give this sort of services to our neighboring country so they really don't need to invent those product and services so that we can help our neighborhood brothers and sisters by giving our services to the all the pacific nation. So on behalf of post-PG I congratulate once again to all the participants for this world leaders forum during the post and parcel and post expo in Vienna thank you very much. Bula vanakka from the Fiji islands we are proud of our people and our diverse cultures last year we commemorated our 50th anniversary of Fijian independence we are also proud of our rugby as we are the only nation that has won back to back olympic gold in sevens rugby post Fiji in one company that has contributed vastly to the development and economic growth of Fiji the history of post Fiji began in 1870 when the first set of Fiji stamps were issued by the local newspaper this was followed by the passing of the postal act by the Fiji government in 1871 today post Fiji has 58 post offices across Fiji and this has enabled Fijians to have easy access to essential service like bill pay parcel post post shop ems courier and so much more today post Fiji continues to evolve its services to enhance its delivery and customer satisfaction telegraphic money order which used to take hours to transmit can now be transmitted instantly through the new post money order service customers can now access post Fiji services from the comfort of their home from anywhere in the world through post Fiji's online shop called e shop Fiji customers can even buy groceries from the comfort of their home or office with quick deliveries done to their doorstep the consistency of post Fiji's postal services has been achieved through Fiji secure and precise sea freight services and our world-class airlines ensure the effective delivery of our air mails to the doorstep of the world at post Fiji we deliver more shop online and send cash to friends and relatives in Fiji by simply visiting www.postfiji.com.fj