From a traditional postal carrier to an Indian Ocean logistics hub, CEO Mariella Buisson explains how Seychelles Postal Services is repositioning itself as a trusted trade partner for UAE investors.
Q: How has your vision evolved since your appointment, and which decisions have most defined your tenure?
I was appointed in July 2021, at a critical moment as postal operations worldwide were still disrupted by the COVID-19 pandemic. Border closures and lockdowns had left mail and parcels stranded in transit, with backlogs across multiple destinations. My immediate priority was to reorganise operations, stabilise procedures and restore real-time logistics. It took around six months to clear the backlog, re-establish process discipline and stabilise operations and finances.
Once stability was restored, we moved to implement the vision aligned with government and board priorities and the Universal Postal Union framework: digitalisation, efficient public service delivery and stronger customer centricity. We also had to shift to a more commercial mindset. Before COVID-19, the post operated with a degree of monopoly; after COVID-19, competition intensified as courier companies expanded rapidly.
One of our most significant achievements was building a stronger operational relationship with customs to enable smoother e-commerce flows. Previously, customs officers opened every item at the counter in front of customers, raising privacy concerns. We worked with customs to move inspections behind the scenes and introduced digital processes, including pre-alert data, so officers could see what was arriving before it entered the country and conduct risk assessments without compromising customer privacy.
Q: How do you want the company to be perceived by international investors and partners, including those in the UAE?
I approach the post as a logistics business. Letter volumes have declined globally due to digital transformation, and this has significantly reduced traditional revenue streams. The focus is now on e-commerce, which is not only online shopping but also a key enabler of trade through inbound and outbound imports and exports. As an island economy, Seychelles is more import-oriented, so positioning Seychelles Postal Services as a trusted logistics partner is essential for both local and international customers.
The UAE is a major source of inbound volume for Seychelles. Many Seychellois purchase from UAE-based shopping sites or buy goods in the UAE and ship them to Seychelles by sea or air. A large portion of air freight moves through the post. Emirates Post is a key partner; we work closely, with mutual trust and training exchanges. We are also developing a Seychelles Postal Services marketplace, an online shopping platform that will onboard local businesses, including craft enterprises producing Seychellois jewellery, clothing, and perfume, to sell internationally.
Q: The company traces its origins to 1861. What does that legacy demonstrate to UAE stakeholders?
Seychelles Postal Services is one of the oldest public institutions in Seychelles and has maintained continuity of service across generations. The post is not only a logistics operator; it also represents national identity and cultural heritage. It prints stamps, which carry the country’s identity globally and remain highly collectible. We honour that legacy through stamp programmes, including initiatives linked to national milestones such as the 50th anniversary of independence. We are also in discussions to launch our first crypto stamp, a digital NFT version. My role is to modernise and digitalise the organisation, so it remains relevant for decades ahead.
Q: What role does the service play in Seychelles–UAE commercial engagement?
The post is a key partner in Seychelles–UAE trade flows, particularly as Seychelles imports significant volumes from the UAE through postal channels. Connectivity supports reliability: Emirates Airline operates flights to Seychelles twice daily, carrying mail and cargo, and Air Seychelles, through its bilateral arrangement with Etihad Airways, operates at least three to four flights per week.
We handle substantial inbound e-commerce volumes from the UAE through EMS, Express Mail Service. Once EMS items arrive in Seychelles, delivery is completed within six hours.
Q: What operational innovations are you prioritising to support modern trade and investor-facing logistics?
We no longer rely on letters as a core business, so we have diversified services. Seychelles Postal Services remains a key payment point for essential services, including water and electricity bills, parking coupons and network provider bills. We have also introduced door-to-door delivery, which did not previously exist, and implemented online payments for most services as part of a wider push toward cashless operations.
Operationally, we are building a modern automated logistics warehouse at the airport, including sorting equipment, to replace manual processing. We are upgrading technology so we can function not only as a sender and receiver of e-commerce, but also as a potential Indian Ocean hub. Seychelles is strategically located between the Middle East, Africa and Asia, supporting both sea freight and air freight. For the first time, we have listed our transhipment services on the Universal Postal Union website, enabling routing options such as sending items from Namibia to Seychelles to onward destinations, and vice versa.
Q: What is your sustainability strategy?
We have introduced electric delivery vans through a Universal Postal Union (UPU) project, enabling cleaner last-mile delivery. We are also participating in a UPU disaster risk management programme under which Seychelles was awarded solar panels for post office facilities to generate solar power.
We are working toward a paperless environment, as postal processes generate substantial paperwork, including airway bills, labels and supporting documents. Through UPU initiatives, also involving Emirates Post, there is a broader project to ensure documentation is supplied electronically in advance. One of my longer-term aims is to reduce packaging in global e-commerce supply chains and encourage less packaging or recyclable packaging for shipped products.
Q: What is your message to UAE investors on why 2026 is the right time to invest in Seychelles?
Seychelles is a stable country with a stable economy, though it relies heavily on tourism. The pandemic demonstrated the risks of depending too heavily on a single economic stream, and the country has opportunities to diversify into other sectors.
From a postal and logistics perspective, I see logistics as a strong opportunity because Seychelles can serve as a gateway to multiple regions. We are exploring additional partnership models with the private sector through UPU mechanisms, including the UPU Consultative Committee, and through collaboration with other postal operators. We already work closely with Emirates Post, and we encourage other UAE industries to engage with partners in Seychelles aligned with their investment interests.
Q: How has your career to date informed your leadership of a national postal operator?
My 21 years at Ralph Lauren Corporation shaped my leadership style and work ethic. In the United Kingdom, I worked within the Europe, Middle East and Africa structure and engaged with UAE partners, including Chalhoub and Etoile, to expand the brand in the region.
At Seychelles Postal Services, I applied a similar approach: elevating the organisation from a purely national institution to one with stronger regional and global visibility by building partnerships through the Universal Postal Union and the private sector. Through the UPU, our teams have been elected to the Postal Operations Council and the Council of Administration.
My leadership approach centres on empathy, understanding and capability-building. After COVID-19, postal work changed significantly, so we focused on training teams in technology, digitalisation and digital tools. Leadership, for me, is about rebuilding the brand internally and externally, strengthening confidence among employees and customers, and ensuring staff feel valued as the organisation modernises.
