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INTERVIEWS
WITH ECONOMISTS
HELEN
SHARPLEY
Helen Sharpley is Senior Corporate Planner responsible for
the preparation of the Corporate Plan which is presented annually
to the shareholder Ministers, and the co-ordination and monitoring
of Community Service Obligations compliance and reporting. She
has involvement in strategic initiatives – from objective-setting
to project completion. Prior to Australia Post she worked in the
private sector for a publicly listed property trust as a liaison
between the finance, construction and leasing divisions.
Australia Post has been at the forefront of a number of policy
changes introduced by the government, especially with respect
to microeconomic reform polices. What do you believe is the basic
rationale for these policies?
The policy changes are to ensure that Australia Post uses the
benefits of its monopoly efficiently – to make sure that
every Australian has access to postal services and, at the same
time, to make sure the assets owned by Australia Post are used
as efficiently as they would be if there was competition in the
market.
What impact have these policies had on the operations of Australia
Post?
An enormous impact. In 1989, the government changed the rules
so that Australia Post was required to act in the same way as
a company in the private sector and it allowed management the
freedom to make the changes required to be competitive. Since
then, Australia Post has gone from breakeven to a trading profit
of $350 million.
What impact has increased competition had on Australia Post?
In terms of financial performance the introduction of competition
has had little impact. In terms of how we operate and how we treat
our customers the difference is very noticeable – you can
see this just by going into our retail outlets.
What are the challenges that lie ahead for Australia Post?
There are several key challenges – the reduction in the monopoly,
opening Post to further competition, the changes globally where
overseas postal administrations are expanding and acquiring private
companies to leverage off their domestic strengths, and the substitution
of physical communication by electronic communication.
What role will government play in determining the future structure
and mode of operation of Australia Post?
The government plays a pivotal role – Australia Post management
requires government agreement before it can make any significant
changes to the business. On a day-to-day basis, though, the government
has little involvement, relying on management and the Board of
Directors.
A lot has been written about Community Service Obligations. What
are these in the context of Australia Post? How will their continued
provision be influenced by government policies?
Community Service Obligations or CSOs are Post's responsibility
to provide all Australians with access to a postal service on
an equitable basis. That is, people in the rural community must
be able to send their letters for the same price as people living
in the city, no matter what the cost. If the government opens
the market completely to competition, the questions are who will
provide the community service and how will it be paid for?
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