The case for India Post almost always rests on a single idea: reach. With nearly 1.65 lakh post offices, it has a footprint no private company would ever build, and from that premise a comfortable argument follows. An institution present everywhere must be indispensable; an institution adding new services must be transforming. This National Postal Week, an Indian Postal Service officer made precisely that case in his writeup for this newspaper on 10 0ct 2026, and much of what he described is real and valuable.

But the reasoning deserves scrutiny. Reach is an asset, and it is also a cost. Offering a service is not the same as delivering it well. An institution can become busier without becoming more useful, or more sustainable. Judged by outcomes rather than offerings, India Post’s transformation is genuine but partial, and the gaps are exactly where public attention belongs.

Reach has a price, and it should be statedA universal network is expensive by design. In 2024-25 the Department of Posts earned about `11,425 crore and spent about `37,528 crore, a shortfall of nearly `25,000 crore. The following year brought real improvement: revenue rose 16 per cent to a record of roughly `15,300 crore. Even so, expenditure including pensions stood at `38,631 crore, leaving a gap of about `23,000 crore. The more flattering figure of `11,000 crore appears only when pensions are set aside.None of this proves that India Post is failing. Delivering a letter to a Himalayan hamlet at the same price as one across a city is a public good, and public goods warrant subsidy. The logical problem lies elsewhere. A subsidy can only be defended if it is measured, and it can only be reduced if its sources are known. The government has set a target of turning post offices........

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