 Ambassador Bishar Ehussein, you've just been elected the new Director-General of the UPU from January 2013, but who is the man behind this? I come from the northern part of Kenya, which is a place called Mandera. Mandera is 1,500 kilometres northeast of the capital city of Nairobi. And then I went to invest in Nairobi in 1980, and after I finished investing in Nairobi in 1984, I joined the post office. I went through a series of postal management courses, from accounting to human resource and business. Then I remember I went through eight grids within 15 years to become the CEO of the Kenya Post and Telecommunications Corporation in 1999. That's when we split from the then giant Kenya Post and Telecommunications Corporation was split into three parts, postal, telecoms, and regulatory authority. So I was given this mandate to run the postal department. It was a very weak institution. I had 5,500 employees. We had very little resources. We were not being subsidised by the government. We were told to be on our own. We didn't have money. We didn't have even the basic documents to transact business the day we were split. I was able to meet all my statutory requirements of payments, and I went on a very aggressive postal reform programmes that really transformed the corporation. I changed the complete identity of that organisation. We did rebranding of the corporation. We came up with new corporate business units, and we were so motivated. And I made a surplus profit during my first year of operation. And thereafter, Post Office Kenya became one of the most successful postal enterprises in that region, as well as in Africa. And many countries were coming to benchmark with us. I was the CEO for three years, and during that time I attended, before that, I was a young officer in Kenya Post. I used to attend international postal conferences. I attended the Seoul Congress in 1994, but in 1999 I was the CEO and I attended the Beijing Congress. And during that time I was elected as vice chairman of the Postal Operations Council. I was actually associated with the establishment of quality of service fund. The most important stakeholders of the UPU are naturally the governments and their designated postal operators. But how will you deal with their sometimes very differing needs? The point is that first of all we are 192 different networks, it's independent countries with different languages, different cultures, different economic and development levels. So now there are certain levels at which the UPU has an entry point to these organizations. One, it is the center where all these countries look forward to guidance and for technical support. At the same time is the responsibility of the member countries to carry out the good ideas and proposals and things that come out of this place. Governments are very central. We have ran an organization and I understand the impediments that can be placed in the way of an organization if the government is not on board. Sometimes they don't even understand the postal business. It is the responsibility of the executives in those countries to be able to engage the governments. Because the government sets the policies, they are the ones who set the points there, the boards, they are the ones who appoint the money. So if they don't understand the business then sometimes they can't be independent. So my advice or my priority would be first of all to make the government part of the business themselves or the postal business. See what suits for every country. It's not a one fit all for everybody. So this will depend from country to country.