RESPONSE TO THE SNTPT MANIFESTO

On the occasion of International Workers' Day — May 1, 2026

Preamble

The General Management of La Poste has taken note of the manifesto published by the National Union of Postal and Telecommunications Workers (SNTPT) on the occasion of May 1, 2026. It wishes, first of all, to acknowledge the symbolic significance of this international workers' day, a privileged moment for recognizing the essential role of postal workers in the economic and social life of the country.

True to its commitment to responsible social dialogue, the General Management wishes to provide a factual response to the accusations made.

The aim of this response is not to create controversy, but to establish the facts, clarify responsibilities and reaffirm a commitment to working together to rebuild and revive our institution.

1. On the panel of May 1, 2025 and the follow-up of the recommendations

The Managing Director himself, Mr. Maguette Kane, graced the opening ceremony; the Managing Directors of the subsidiaries participated in the proceedings; and several senior managers (Director of Strategy and Foresight, Director of Restructuring, Head of General Administration, etc.) led the panel discussions. The General Management was therefore an active participant, not a mere spectator, in this exercise.

"Governance and Strategy" Project

The Strategic Development Plan has been developed and structures the transformation around four pillars: financial consolidation, modernization and diversification of service offerings, improvement of internal processes and governance, and human capital. It aligns with the Senegal Vision 2050 national agenda and has been submitted to the relevant authorities. Concurrently, the draft reform of the Postal Code has been submitted to the competent authorities and is currently undergoing administrative review.

Also, the General Management has undertaken a series of structural actions aimed at stabilizing the company's financial situation, strengthening its governance and preparing its sustainable transformation, as evidenced by the updating of the delayed financial statements — an essential condition for credibility with financial partners.

"Training and Skills" Project

In accordance with axis 4 of La Poste's Strategic Development Plan, human capital is of paramount importance. To this end, ongoing training is planned in various fields: cloud computing, artificial intelligence, cybersecurity, etc.

Project “Innovation and Digital Transformation”

The General Management aims to relaunch parcel delivery under the JOTNACI brand with four new service options (Eco, Perso, Express, and Shuttle) and the upcoming launch of the JOTNACI mobile application. This activity is managed by the newly established Dakar Messagerie unit. To this end, La Poste has acquired logistics equipment (motorcycles and vehicles). Furthermore, the General Management is continuing the project to renovate the Sorting Center into a major logistics hub.

Furthermore, synergies are underway with SENUM SA for digital addressing and e-government services, in direct alignment with the Senegal Digital Economy Acceleration Project (PAENS).

Project “Partnerships and Funding”

The Group's recapitalization has been finalized in accordance with the guidelines adopted at the interministerial council meeting. Furthermore, in line with Pillar 2 of the Strategic Development Plan, La Poste aims to diversify its service offerings through strategic partnerships. To this end, senior management is currently working with several partners on innovative and digital offerings, through the establishment of joint project teams.

2. Of the fifteen (15) measures of the Interministerial Council of September 1, 2025

Recovery phase:

• The recapitalization has been formalized, marking a strong signal of the State's commitment.

• Modernisation of governance: The Strategic Development Plan is drawn up and submitted to the authorized bodies; draft reform of the Postal Code also transmitted to the supervisory authorities.

• Staff rationalization: first phase completed with 290 volunteer agents for 3.71 billion FCFA, in a particularly calm social climate.

• Tax and social security debts: The Directorate General has transmitted the debt situation to the competent authorities.

• CDC / POSTEFINANCES agreement: more than 50% of the 5 billion FCFA initially planned has been disbursed by the CDC for the benefit of savings clients.

Recovery phase

The recovery phase extends to 2029 and, in accordance with the guidelines of the Interministerial Council, its deployment is "gradual and structured". The priority projects undertaken include the development of land and real estate assets subject to the regularization of La Poste's real estate holdings, the MVNO project leveraging La Poste's unique territorial network, the strengthening of EMS Senegal services (diplomatic pouches), the provision of mass payments, the development of e-commerce, and the institutional transformation of POSTEFINANCES into La Banque Postale 2029.

It is therefore necessary to distinguish the institutional pace imposed by the implementation of such structural measures.

3. On negotiated severance packages

Negotiated severance packages are not an operating expense comparable to monthly revenue. They constitute a structural investment in reducing payroll costs, the return on investment of which is measured over time through the permanent reduction of personnel expenses. The first phase involved 290 volunteer employees—a system stemming directly from the recommendations of the SNTPT panel itself, which advised Panel 1 to "implement a workforce rationalization plan through negotiated departures to bring the number of employees back to the company's actual needs." The SNTPT cannot, therefore, simultaneously call for this rationalization within its panel and criticize its implementation in its manifesto.

This operation was conducted in strict accordance with the principle of voluntary participation: each departure was subject to an individual interview and negotiation of conditions. Two organizational and human resources audits were carried out beforehand, providing an accurate picture of the actual workforce.

4. Regarding the transport allowance and the dirt allowance

4.1 On the taxation of part of the transport allowance and the dirt allowance

The General Management wishes to reiterate that this situation was met with a swift and responsible response as soon as it was brought to its attention: corrective measures were taken at the beginning of February 2026. This episode, far from reflecting "a disregard for social commitments", illustrates instead the General Management's commitment to correcting the identified anomalies without delay, in conjunction with the relevant departments.

4.2 On the new transport allowance rate in effect since July 1, 2023

In accordance with the governance rules for public enterprises, any salary or compensation increase impacting the payroll and the company's financial stability must be submitted to the Board of Directors for approval. The General Management intends to present this decision to the next Board meeting for validation, so that it can take effect as soon as possible, in line with the ongoing financial recovery efforts.

No measure with financial implications can be taken unilaterally without budgetary coverage and validation by the governing body (Board of Directors).

5. On the renovation of the Director General's official residence

This property, a company asset, was in such a state of disrepair that repairs had become necessary and urgent (the property had been abandoned since the departure of the former CEO, Siré Dia). Delaying the repairs would have exacerbated the structural damage and, paradoxically, increased the final cost. Maintaining and preserving the company's real estate assets is a matter of responsible management and sound administration of public property.

As a reminder, the Director General does not intervene in the La Poste contract award process. This commission is composed in accordance with Senegalese public procurement regulations, under the supervision of the Public Procurement Regulatory Authority (ARMP). The award decision is part of a structured institutional process.

Drawing a parallel between this situation and the state of the offices in Kaolack RP, Ziguinchor RP, or Dakar Fann is a rhetorical device that ignores the nature of the expenditures incurred, the decision-making timeline, and the inherited budgetary constraints. On the contrary, the General Directorate is the first to denounce the state of the real estate assets, which is why their development is a strategic priority, as evidenced by our recent site visits to Dakar Fann, Dakar Messagerie, the Sorting Center, and Dakar Liberté.

6. On the international missions of the Director-General

The Senegalese postal service holds the presidency of the Pan-African Postal Union (PAPU) — a statutory position that entails obligations of representation, leadership, and coordination at the continental level. Travel undertaken in this capacity is not at the discretion of the Director General; it constitutes the execution of a mandate entrusted to the State of Senegal by its African peers and represents recognition of our country's influence.

Describing these institutional obligations as "pleasure" does not do justice to the reality of the work done, nor to the prestige that these functions bring to Senegal.

7. On the presence of the Director General within the network

Major constraints have prevented the implementation of a tour, but the Director General is currently working with the relevant teams to address this as soon as possible.

Today, more than ever, the General Management reaffirms its conviction that only mutual respect, a sense of responsibility, and the unity of the company's driving forces, based on the truth of the facts and responsible dialogue, will enable La Poste to recover and achieve lasting success. It calls for moving beyond the logic of media escalation—which damages the image of our institution with users, financial partners, and regulatory authorities—and instead prioritizing existing consultation frameworks: the Board of Directors, joint meetings, technical monitoring committees, and social dialogue sessions. It is within these forums that the issues raised will find their practical solutions.

The Post Office is a public institution whose transformation cannot be held hostage by systematic tensions. The current situation demands courage, seriousness, and loyalty to both the workers and the future of the public postal service.

Also, the General Management fully recognizes itself in the values of integrity, ethics, transparency, openness and continuous dialogue, values which it intends to put at the service of our common objectives of recovery and relaunch of our beloved company.