The Proposed Creation of a Postal Bank – A Breath of Fresh Air for Tunisia’s Regions
Overview
The project to create a postal bank, currently under review, is expected to bring a genuine breath of oxygen to the regions, especially the fragile and disadvantaged areas. With a solid network of more than 1,200 offices, this new entity would finally deliver the financial decentralisation that has been missing for years.
Why the Tunisian Post Has Struggled to Join the Banking Sector
La Presse reports that the Tunisian Post still cannot rise to the level of the banking sector and earn its stripes. Yet the activity is improving: it is gaining quality, progressing, modernising, innovating regularly, and performing better.
This paradoxical, complex equation forced policymakers to look for a new solution capable of reversing the trend.
From Idea to Reality
The idea of a postal bank has been on the table for several years—ambitious, but until now only a subject of discussion and hesitation.
Now the initiative has taken shape: in July 2025, a draft law was launched and has been debated for some time at the ARP (Assembly of the Representatives of the People).
According to the architects of the project, the measure aims to:
- Transform the post office into a genuine financial institution;
- Expand its operational leeway; and
- Create a new national financial institution.
If successful, it would impose a new national financial architecture, restoring balance among the various regions, especially isolated zones that have long suffered from exclusion—or at least from the timid provision of financial services.
Primary Goal: Banking the Unserved
As affirmed on 16 February at the ARP, the priority is to mobilise a public, local operator capable of “banking the segments that the private sector does not serve.”
The initiative also seeks to:
- Counter the parallel market by integrating new categories;
- Correct territorial imbalances aggravated by low banking density (see La Presse of 17 February).
A Significant Social Dimension
It must be acknowledged that the post office already possesses many of the guarantees—at least in a substantial proportion—to succeed in this transformation.
- Network: Over 1,200 offices covering the entire national territory.
- Customer base: More than 4 million savings accounts and roughly 2 million current accounts.
This robust network would enable the delivery of fast, locally‑accessible services, a benefit that has historically been lacking in interior regions.
During the project presentation, officials confirmed that the new bank would “offer diversified services, including preferential and even symbolic advantages,” reinforcing its social mission.
Modernisation as a Lever
Another confidence‑boosting factor is the continuous modernisation and efficiency gains of the Tunisian postal network, driven by a progressive digitisation and digitalisation programme already underway. This considerable asset expands the post’s operational margin and broadens its scope of action.
Complementary, Not Disruptive
Crucially, once implemented, the postal bank should act as a significant support for financial inclusion and function as a complementary player rather than a disruptive competitor.
Its explicit mandate is to bank the under‑served populations and address details often overlooked by the traditional financial sector.
Source: La Presse (translated and reformatted for English‑language readers).
