Environmental
Poste Italiane Group considers environmental protection a fundamental element for creating sustainable value for people and the communities in which it operates.
The Group is committed to using resources responsibly and implementing innovative solutions to minimize the negative environmental impacts of its activities, adopting a more conscious approach to climate change adaptation, air pollution, and the responsible use of natural resources.
Highlights 2024
low-emission vehicles to complete the green fleet renewal plan
Buildings involved in the Smart Building project in 2024
Eco-friendly payment cards
- Green fleet renewal plan has been completed with around 28,400 low-emission vehicles including 6,100 electric ones.
- PosteGO has been established to directly manage the Group’s fleet of vehicles and accelerate the Group’s ecological transition.
- Approximately 150 buildings are involved in the Smart Building project in 2024 (about 2,150 in total) aiming through a Building and Energy Management System (BEMS to reduce electricity consumption.
- A letter of intent has been signed between Poste Italiane and Enilive (ENI Group) for the supply of biofuels (HVO and SAF) with the common objective of contributing to the decarbonisation of road and air transport.
Actions, results and targets
E1 - Climate change
Results
| Objectives | Target | Area | Base year | 2024 result |
|---|---|---|---|---|
| Replace the company fleet with vehicles with reduced environmental impact | 27,800 environmentally friendly company vehicles introduced by 2024 | Logistics | 2019 | 28,402 vehicles |
| Green index release and certification by 2024 | Logistics | 2023 | Certification obtained | |
| Development of the proximity network alternative to home delivery efficient, extensive and close to the citizen | Logistics | 2023 | 94.9% | |
| Installation of charging stations for electric vehicles used by external providers | 200 charging stations by 2026 | Logistics and Real Estate | 2024 | new |
| Introduce smart building solutions for the Group's entire physical plant | -8GWh of energy consumed by 2024 | Real Estate | 2020 | -8.7 GWh |
| Increase the production of GWh of renewable energy that can be used for self-consumption | +40GWh of renewable energy produced by 2026 | Real Estate | 2020 | +27 GWh |
| Certify additional medium/large carbon neutral sites (PAS 2060) | 10 sites certified by 2028 | Real Estate | 2023 | 2 sites (Bologna and Naples) related and in the process of certification |
| Selling electricity produced entirely from renewable sources and offsetting CO₂ emissions from the consumption of natural gas sold by the Group, through the use of instruments to offset these emissions (e.g. through voluntary CO₂ off-setting credits) | 100% of energy sold produced 100% from renewable sources by 2025 | Energy | 2024 | 100% of energy sold produced 100% from renewable sources in 2024 |
| 100% offsetting of CO₂ emissions related to gas sold to retail customers by 2025 | Energy | 2024 | 100% offsetting of CO₂ emissions related to gas sold to retail customers in 2024 |
Actions
Metrics
| Total emissions | u.m. | 2024 |
|---|---|---|
| Scope 1 Emissions | ||
| Scope 1 gross emissions | tCO₂e | 130,851 |
| Scope 1 emissions covered by regulated emissions trading schemes | % | 33 |
| Scope 2 emissions18 |
| |
| Gross emissions Scope 2 location-based | tCO₂e | 127,927 |
| Gross emissions Scope 2 market-based | tCO₂e | 3,502 |
| Scope 3 Emissions | ||
| Total gross indirect emissions Scope 3 | 29,355,524 | |
| 1. Purchase of goods and services | 367,018 | |
| 2. Capital goods | 148,723 | |
| 3. Fuel and energy activities | 30,870 | |
| 5. Waste generated by activities | 374 | |
| 6. Business trips | 12,306 | |
| 7. Employee commuting | 29,116 | |
| 9. Downstream transport | 287,110 | |
| 11. Use of products sold | 191,573 | |
| 15. Capital expenditure19 | 28,288,434 | |
| Total emissions (location-based) | 29,614,302 | |
| Total emissions (market-based) | 29,489,877 | |
| Emission intensity |
|
|
| Total emissions (market-based) | tCO₂e | 29,489,877 |
| Net revenue20 | € | 12,927,000,000 |
| Emission intensity | tCO₂e/€ (%) | 0.23 |
218. For the calculation of location-based Scope 2 emissions, total energy consumption for electricity (from renewable and non-renewable sources) and thermal energy are considered. For the calculation of Scope 2 market-based emissions, only consumption from non-renewable sources is considered.
219. Category 15 “Investments”, calculated according to the PCAF methodology, considers issues related to the following asset classes: “Listed equity and corporate bonds” and “Sovereign debt”.
220. The net revenue figure is calculated in line with the accounting principles of IFRS 15 (see tables on page 436 et seq. of RFA 2024).
E5 - Resource use and circular economy
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Paper reduction in logistics centres | 39 m sheets by 2024 | Logistics | 2022 | 39,112,500 sheets |
| Paper reduction in logistics centres | 0.59 sheets per object (f/o) per signature (relative metric) in 2025 | Logistics | 2022 | 0.62 sheets per object (f/o) per signature (relative metric) |
| Document dematerialization: an initiative aimed at reducing paper usage both within Post Offices and in communications with customers, by sending customers electronic versions of forms such as Change of personal information, Subscription of the advanced electronic signature (FEA), Privacy contents, Registration on poste.it (identification kit), as well as electronic copies of signed loan agreements. | 30% of operations since the release of the solution by 2026 | Post offices | 2023 | Technical release of dematerialised customer copy for loans |
| Increasing the number of cards made of environmentally sustainable material | 20 million eco-friendly cards by 2026 | Products | 2020 | 16 m |
| Increase contactless transactions | 1.2 billion annual transactions by 2024 1.9 billion annual transactions by 2026 | Professional | 2022 | 1.57 billion |
| Digitalisation of practices | Preparation on digital channels for data for in-branch transactions by 2024 (Project RDS) Digitalisation of paper receipts by 2024 (Digitalisation of Customer Receipts - Phase 1) | Professional | 2020 | Completed (1.7% digital demand 34.6% Dematerialised Receipts) |
| Project “Scarpa vecchia fa buon gioco” | 4,000 kg of safety shoes to be collected and material to be sent for recovery and reuse | Logistics | 2024 | new |
| Valori Ritrovati | Management process review and renewal of memorandum of understanding | Logistics | 2024 | new |
Actions
Metrics
| Waste by type | u.m. | 2024 | ||
|---|---|---|---|---|
Waste generated | Waste recovered | Waste disposed of | ||
| Paper/Cardboard | t | 20,346.51 | 20,343.26 | 3.25 |
| Plastic | t | 1,599.73 | 1,599.73 | 0.00 |
| Wood | t | 14,827.58 | 14,824.08 | 3.50 |
| Other | t | 10,453.71 | 10,329.24 | 124.47 |
| Total | t | 47,227.52 | 47,096.30 | 131.22 |
* The figures shown have been rounded off for ease of reference. For this reason, the sums may differ slightly from the reported figures.
Social
Poste Italiane Group, the largest company in the country with a network of 12,755 post offices and around 121,000 employees, is aware of its contribution to promoting the principles of sustainable development as well as its significance in Italy’s economic and social landscape.
Highlights 2024
Post offices
Employees
Daily interactions thanks to the Omnichannel Strategy
- The largest company in the country with 12,755 Post Offices (no post offices closed in Small Municipalities) and about 121,000 employees (FTE), which has renewed the National Collective Labour Agreement (CCNL) for the period 2024-2027 and the Agreement with Trade Unions for the Reorganisation of the Group Logistics Network.
- Approximately 6 mln hours of training provided in the year (42.8 mln in the period 2017-2024).
- POLIS project - “HOUSE OF DIGITAL SERVICES”: aimed at promoting economic, social and territorial cohesion of the country and for overcoming the digital divide in small towns and rural areas. Interventions have been completed in 2,918 post offices and 81 co-working spaces; more than 31,000 applications of public administration services have been processed.
- Poste Italiane App: a single access point for app-based operations on the Poste Group’s omnichannel platform, achieving No. 1 ranking on Apple Store and Google Play among all finance-related apps on the market.
Actions, results and targets
Own workforce
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Promoting the development and updating of strategic and distinctive skills, ensuring the continuous training of all Group employees | 25 million hours of training by 2024 | Poste Italiane | 2020 | 30.5 million hours |
| Promoting the development and updating of strategic and distinctive skills, ensuring the continuous training of all Group employees | 25 million hours of training by 2028 | Poste Italiane | 2023 | About 6 million in 2024 |
| Campus Italia: dedicated training centres for Group employees | 55 training centres by 2028 | Poste Italiane | 2023 | Project start |
| Development of an ethics-driven framework to support Artificial Intelligence | - Implementation of the Policy and identification of tools for overseeing the ethics-driven approach in AI processes by 2026 - release of the AI Verticals and AI Literacy Pathways by 2024 - 8 training initiatives by 2026 | Poste Italiane | 2023 | “Ethics manifesto - Ethics-driven policy” in support of Artificial Intelligence document published |
| Increasing the participation of women in coaching and mentoring and in leadership development programmes | +10% participation of women in coaching and mentoring and leadership development programmes by 2024 | Poste Italiane | 2023 | +17% participation of women in coaching and mentoring and leadership development programmes |
| Fostering the alliance between the corporate and educational worlds with new orientation opportunities for the younger generations (children of employees and students) also through the active involvement of corporate professionals | 40 editions by 2025 | Children of employees and students | 2023 | 37 editions |
| Encouraging employee listening through continuous surveys | 10 surveys by 2024 | Poste Italiane | 2023 | 13 surveys |
| Strengthen the presence of women in managerial succession plans, aimed at increasing the presence of women in positions of greater responsibility in the Group | 45% of female succession candidates by 2024 | Poste Italiane | 2021 | Over 50% |
| Strengthen nationwide caring and listening measures for employees in vulnerable and fragile situations to support their mental and motivational well-being | Nationwide activation of caring and listening services by 2025 | Poste Italiane | 2023 | Activation of the following caring and listening services related to the target group: psychological support service services for inclusion |
| Promotion of Employee Resource Group (E.R.G.) activities also regarding LGBTQ+ inclusion initiatives | 2 measures/interventions carried out by 2025 | Poste Italiane | 2023 | Initiated promotion of E.R.G. group activities (webinars, round of posts, hackathons and working groups) |
| Fostering a culture of inclusion at all levels of the corporate structure through specific training courses | Release of the Diversity&Inclusion “Learning Path” by 2024 | Poste Italiane | 2023 | Release of the 2024 Diversity&Inclusion “Learning Path” |
| Raising awareness among employees on secure access procedures to corporate applications from external networks | 1 communication campaign dedicated to MFA (Multifactor Authentication), Mail, communication on intranets, apps, coupon space and dedicated channels TG Poste service by 2024 | Poste Italiane | 2023 | 1 campaign realised |
| Training for Digital Accessibility and Inclusion | 1 Survey 12 Focus Groups 10 training initiatives with accessible formats/tools by 2026 | Poste Italiane | 2024 | new |
| Reduce the frequency rate of workplace accidents | -2% frequency index in the Mail, Communication and Logistics areas by 2028 | Poste Italiane | 2024 | new |
Actions
Metrics
| Gender | u.m. | 2024 |
|---|---|---|
| Men | No. | 59,037 |
| Women | No. | 66,060 |
| Other | No. | 0 |
| Not reported | No. | 0 |
| Total workforce | No. | 125,097 |
| Employees (Headcount) | u.m. | 2024 | ||||
|---|---|---|---|---|---|---|
Men | Women | Other | Not reported | Total | ||
| Number of employees | No. | 59,037 | 66,060 | 0 | 0 | 125,097 |
| Number of permanent employees | No. | 52,728 | 62,068 | 0 | 0 | 114,796 |
| Number of fixed-term employees | No. | 6,309 | 3,992 | 0 | 0 | 10,301 |
| Number of variable-hour employees | No. | 0 | 0 | 0 | 0 | 0 |
| Number of full-time employees | No. | 55,765 | 59,382 | 0 | 0 | 115,147 |
| Number of part-time employees | No. | 3,272 | 6,678 | 0 | 0 | 9,950 |
| Employees | u.m. | 2024 |
|---|---|---|
| Number of employees | FTE | 111,074 |
| Number of departure employees who left | FTE | 5,593 |
| Employee turnover rate | % | 5 |
| Non-employees (Headcount) | u.m. | 2024 |
|---|---|---|
| Number of non-employees | No. | 168 |
| Coverage rate | Collective bargaining | Social dialogue | |
|---|---|---|---|
Employees - EEA (for countries with > 50 emp. representing > 10% of total employees) | Employees - non-EEA (estimate for regions with > 50 emp. representing > 10% of total employees) | Workplace Representation (EEA only) (for countries with > 50 emp. representing > 10% of total employees) | |
| 0 - 19 % | n/a | n/a | n/a |
| 20 - 39 % | n/a | n/a | n/a |
| 40 - 59 % | n/a | n/a | n/a |
| 60 - 79 % | n/a | n/a | n/a |
| 80 - 100 % | Italy | n/a | Italy |
| Employees | u.m. | 2024 | ||||
|---|---|---|---|---|---|---|
Men | Women | Other | Not specified | Total | ||
| Top management employees | No. | 165 | 47 | 0 | 0 | 212 |
| Percentage | % | 78 | 22 | 0 | 0 | 100 |
| Employees* (Headcount) | u.m. | 2024 | ||||
|---|---|---|---|---|---|---|
Men | Women | Other | Not specified | Total | ||
| Executives | No. | 548 | 190 | 0 | 0 | 738 |
| under the age of 30 | No. | 0 | 0 | 0 | 0 | 0 |
| age between 30 and 50 | No. | 149 | 73 | 0 | 0 | 222 |
| age over 50 | No. | 399 | 117 | 0 | 0 | 516 |
| Middle managers | No. | 8,284 | 7,405 | 0 | 0 | 15,689 |
| under the age of 30 | No. | 36 | 27 | 0 | 0 | 63 |
| age between 30 and 50 | No. | 4,450 | 3,790 | 0 | 0 | 8,240 |
| age over 50 | No. | 3,798 | 3,588 | 0 | 0 | 7,386 |
| Operational staff | No. | 50,205 | 58,465 | 0 | 0 | 108,670 |
| under the age of 30 | No. | 8,349 | 4,989 | 0 | 0 | 13,338 |
| age between 30 and 50 | No. | 25,425 | 27,712 | 0 | 0 | 53,137 |
| age over 50 | No. | 16,431 | 25,764 | 0 | 0 | 42,195 |
| Total | No. | 59,037 | 66,060 | 0 | 0 | 125,097 |
* It should be noted that the workforce shown in this table corresponds to employees hired under permanent contracts, apprenticeships, fixed-term contracts and extracurricular internships.
In the present reporting year, the gender pay gap, defined as the percentage variation between the average salary levels paid to female and male Group employees, was 2.07%. For the calculation, the theoretical gross annual salary (RAL) was used, considering the corresponding theoretical full-time value for part-time staff to ensure data comparability. The hourly wage was divided by the theoretical number of hours provided by the National Collective Labour Agreement228.
228. Specifically, 1,872 hours were considered (36 hours per week for 52 weeks).
Workers in the value chain
Actions
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Carrying out sustainability audits (ESG) aimed at defining, establishing and consolidating a supply relationship compliant with the Minimum Safeguards and capable of supporting the process of alignment to the Taxonomy of economic activities acquired from third parties by the Poste Italiane Group | 100% of the Group’s qualified suppliers subject to sustainability audits by 2026 | Procurement | 2022 | Carried out nationwide audits regarding the performance and management of framework agreements entered into by Poste Italiane as a result of competitive procedures subject to public contract regulations including those relating to construction and plant works |
| Evolution of the Group’s sustainable procurement model with a view to mitigating ESG risks along the supply chain, through the assessment and monitoring of the degree of sustainability of the supply chain and the definition of a roadmap in line with the evolutions of the regulatory framework and in particular the CSDDD (Corporate Sustainability Due Diligence Directive). | Definition of the sustainable procurement model with a CSDDD perspective by 2026 | Procurement | 2024 | new |
Affected communities
Actions
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Strengthen the Employee Corporate Volunteering project through the development of a new engagement platform and the definition of social programmes integrated with the corporate sustainability strategy | 1 engagement and training plan by 2024 3 programmes with social value by 2024 | Italy | 2021 | 1 engagement and training plan |
| Polis Project | Creation of “one-stop shops” for 6,933 Post Offices located in small municipalities by 2026 Creation of a national network of 250 co-working spaces by 2026 | Italy | 2022 | Polis: completed interventions 2,918 |
| Increase the number of sports and social initiatives supported by Poste Italiane in the southern regions and islands | Support at least 20% of initiatives in the sport and social sphere in southern regions and islands (number initiatives) | Italy | 2024 | + 50% |
| Increase the number of social initiatives supported by Poste Italiane in favour of disadvantaged groups, with a special focus on people in fragile conditions and young people | Of the total initiatives supported by Poste Italiane, allocate at least 20% in the social field, with a special focus on people in fragile conditions and young people by 2025 | Italy | 2025 | new |
| Education: initiatives aimed at fostering the adoption of conscious and sustainable financial choices and familiarity with the opportunities offered by the digital evolution, as well as launching new dissemination strands on sustainability and business issues | Initiatives/content for citizens/customers: 150 in 2025 and 150 in 2026 | Italy | 2024 | new |
| Definition of Corporate Accelerator with “Hub&Spoke” model to support national entrepreneurship also from a D&I perspective (start-ups, female entrepreneurs, etc.) | 4 initiatives by 2028 | Italy | 2023 | 2 initiatives: |
Consumers and end-users
Actions
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Implementation of the framework to foster digital inclusion, promoting equal opportunities and ensuring fair and inclusive access for all | Implementation of the digital accessibility framework by 2025 | Vulnerable customers | 2023 | Preparatory activities for the implementation of the framework: - proposed Guidelines referring to the management processes of accessibility declarations and alerts, - Finalisation of the Guidelines Accessibility by design, - Implementation of Digital Accessibility Compliance Status Monitoring Dashboard and Report Management, - Evolutionary intervention in the customer service channel |
| Increase customer experience | +10pp Net Promoter Score (value of Group customer experience) by 2028 | Customers | 2023 | 35pp Net Promoter Scope |
| Development of pre-sale and sale channels of products and services in multi-channel | 75% of new funnels realised in multichannel by 2024 | Customers | 2020 | 75% |
| Increase digital transactions for the various products of the Poste Italiane Group | +115% of digital transactions in financial, insurance and payment services compared to 2023 by 2024 | Customers | 2023 | 138% |
| Opening of online current accounts to facilitate accessibility to the product for all customers, especially those living in areas less served by the banking system or who have mobility problems | Maintaining digital accounts on total open current accounts in a range of 8% - 10% by 2025 | Customers | 2024 | 8% |
| Subscription of financial products (in addition to Accounts and savings books) online, also through dedicated promotions, to facilitate accessibility to the product by all customers, especially those living in areas less served by the banking system or who have mobility problems | 16% of the volumes of Gross inflows BFP (Interest-bearing Postal Certificates) and Total Investments by 2025 | Customers | 2024 | 15% |
| Launch of new SCM (Mobile Consultant Specialist) zones with the introduction of a dual specialist figure (dynamic SCM/personal) to improve coverage of the most difficult-to-reach geographical areas | Realisation of new SCM zones by 2025 | Customers | 2024 | new |
| Maintenance of products and services dedicated to the most vulnerable segments of the clientele. Renewal and evolution of products/services dedicated to the most vulnerable segments of the population: Young people's mortgage, Basic Account, mortgage repayment suspension, gender-based violence, voucher for minors, super smart pension deposit, free insurance on pension withdrawals. | Maintaining dedicated offers for vulnerable customers by 2025 | Vulnerable customers | 2024 | new |
| Increase the number of Ultrabroadband technology contracts (Poste Casa Ultraveloce) that are activated in a paperless mode | 122,000 activations by 2026 | Customers | 2024 | new |
| Launch of the Virtual SIM (e-SIM) service | Commercialisation by end 2025 | Customers | 2024 | new |
| Development and deployment of digital and paperless services in energy supply | >95% paperless contracts by 2025 >40% of digital bills and/or digital payments by 2025 | Customers | 2021 | 97% paperless contracts acquired in 2024 |
| Performing Disaster Recovery tests to ensure the proper functioning of the ICT platform | 2 in 2025 2 in 2026 2 in 2027 | Customers | 2024 | new |
| Implementation of the new Integrated Anti-Fraud Platform (PIAF) that combines fraud prevention objectives with improved customer satisfaction | 100% financial, insurance, digital products by 2024 | Customers | 2022 | 100% |
| Group incident drills | 3 drills by 2024 | Employees | 2023 | 3 |
| Group front end security rating | Maintaining the front end rating above 700 points by 2024 | Front end | 2018 | 770 |
| Cyber Security Programme | Involvement of 35,000 employees by 2024 Involvement of at least 35,000 employees by 2025 | Employees | 2022 | 35,000 |
| Activation of a streaming platform in Polis Post Offices (Digital Signage) | Activation of a centralised Digital Signage platform for customised content management by 2027 | Customers | 2024 | new |
| Extension of the Integrated Anti-Fraud Platform (PIAF) to physical counter operations, with the aim of combating fraud and improving customer satisfaction | 100% in 3 years (year 2028) | Customers | 2024 | new |
| Expansion of the perimeter of the Integrated Anti-Fraud Platform (PIAF) with the aim of fraud prevention to protect customers of postal savings deposits and parcel logistics shipping services | 100% in 3 years (year 2028) | Customers | 2024 | new |
| Full adoption of the GDPR provisions leading to the coverage of all data protection policy objectives | Compliance on the 14 areas foreseen in the Privacy Review. Absolute targets measured by % compliance (2025-2026-2027) | Internal customers | 2024 | 85% |
| Implementation of managed care with AI | 48% of care requests handled in self even with AI in 2031 15-20% of care operator activities supported by AI in 2031 | Customers | 2024 | new |
| Automation of back office processes | 85% of back office resources supported by automated digital processes by 2026 60-65% of processes digitalised by 2027 >10% of automatic volumes by 2031 | Customers | 2024 | new |
| Financial inclusion of specific target customers | Launch of a new modular current account offer dedicated to the Digital target group by 2026 Launch of a new modular current account offer dedicated to the senior target group by 2027 | Customers | 2024 | new |
Governance
Poste Italiane Group recognizes ethics and transparency as core values of its corporate identity, as they support the Group in conducting responsible business and managing relationships with stakeholders in a direct and transparent manner. Moreover, Poste Italiane Group integrates the principles of sustainability across all areas of operation, including the financial sector, driven by the belief that the asset management and insurance industries can contribute to the generation of long-term sustainable value through the integration of ESG factors into investment decision-making processes.
Highlights 2024
procurement framework implemented at Group level
in fraud attempts prevented thanks to the integrated anti-fraud platform
ESG coverage for OEPV tenders
- Updating of the Internal Control System framework for Sustainability Reporting (SCIIS) in line with regulatory changes under the Corporate Sustainability Reporting Directive (CSRD).
- Group-wide implementation of the Sustainable Procurement framework.
- Maintaining 100% of the investment product offering that promotes environmental and/or social characteristics.
- Certified management systems ISO 37001 (prevention of corruption) and ISO 37301 (compliance).
Actions, results and targets
Business conduct
Actions
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Increase staff training on ethical principles | 2 initiatives undertaken by 2024 | Poste Italiane | 2023 | 2 initiatives |
| Group-wide implementation of the sustainable procurement framework | 100% coverage on Group purchases by 2024 | Poste Italiane | 2021 | Completed the implementation of the framework to cover 100 % of Group purchasing |
| Definition of ESG parameters in the participation requirements and in the evaluation criteria of the technical tender offers | 100% ESG coverage for OEPV tenders by 2024 | Procurement | 2022 | 100% ESG coverage for OEPV tenders |
| Maintaining ESG parameters in the participation requirements and in the evaluation criteria of the technical tender offers | 100% ESG coverage for OEPV tenders by 2024 | Procurement | 2023 | 100% ESG coverage for OEPV tenders |
| Development of the Policy for Business Conduct Management (CSRD - ESRS G1 - 2) | By 2025 | Poste Italiane | 2024 | new |
| Strengthening the Internal Control System on Sustainability Reporting through the acquisition of a data collection platform and the formalisation of regulatory procedures for internal use in a risk-based perspective | By 2027 | Poste Italiane | 2024 | new |
Metrics
| Communication and training on procedures and policies related to anti-corruption | u.m. | 2024 |
|---|---|---|
| Total employees trained of which: | No. | 94,625 |
| Executives | No. | 409 |
| Middle managers | No. | 12,924 |
| Operational staff | No. | 81,292 |
With reference to the practices adopted by the Group to pay its suppliers, the average time taken by the Group to pay an invoice from the date on which the contractual or legal payment deadline for the year 2024 begins to be calculated, expressed in number of days, is 47.9 days. Standard payment practice provides for the settlement of invoices within 60 days from the date of the invoice itself or from the date of the Incoming Goods (internally valid certificate of service), if this is later than the invoice date. The Group pays special attention to specific homogeneous categories of SME suppliers (e.g. toll collectors, i.e. hauliers for third parties) for whom average payment times generally comply with the contractual terms of 30 days. Then there are contracts that relate to leases, for which each individual contract normally provides for specific deadlines on a fixed date, and there are invoices for small purchases that are settled on demand. Poste also provides the possibility for suppliers to request payment in advance of the due date with the application of a financial discount. Payments, with the obvious exception of on-demand payments, are executed according to a calendar that establishes settlement by means of cumulative lists, on an average weekly basis, with the exception of two annual closures, which coincide with major holidays. In general, therefore, all payments respect these deadlines, except for exceptions attributable to technical problems with the supply itself, such as disputes over performance or the application of penalties. Based on the above methodology, the number of legal proceedings pending due to payment delays is zero.
The data underlying the calculation of the average payment time were extracted from the SAP accounting system, taking into account payments made in 2024. The results were aggregated according to the main purchasing processes and/or billing categories.
Sustainable finance
Actions
Results
| Objectives | Target | Target scope | Base year | 2024 result |
|---|---|---|---|---|
| Gradual insertion of a component ESG in Poste Vita investment products | 100% Poste Vita products with ESG elements by 2024 | Poste Vita | 2020 | 100% |
| Integrate into at least one fund open to retail a strategy – also in competition with others – aimed at controlling and containing carbon emissions | 1 fund by 2024 | BancoPosta Fondi SGR | 2022 | 100% |
| Increase ESG indicators against which BancoPosta Fondi SGR’s investment portfolios can be monitored | Definition of the proprietary synthetic sustainability indicator by 2024 | BancoPosta Fondi SGR | 2022 | 100% |
| Development of a strategy concept integrating sustainability objectives (pursuant to Art. 9) | 1 strategy with sustainability target by 2024 | BancoPosta Fondi SGR | 2022 | 100% |
| Carrying out a feasibility study on the possibility of extending the target group of insurable persons for health coverage to persons normally excluded, through greater sophistication of the health declaration required at the time of underwriting | Carrying out the feasibility study to expand the target group of people insurable for health coverage by 2024 | Poste Vita | 2023 | Carried out some in-depth studies aimed at the possible expansion of the target group of people potentially insurable for specific diseases |
| Integration of additional ESG strategies in retail funds still open for placement with a main bond component (change from Art. 6 to Art. 8 SFDR) | 2 funds by 2026 | BancoPosta Fondi SGR | 2024 | new |
| Increase the number of retail funds always open for placement that integrate a strategy – even in competition with others – that aims to control and contain carbon emissions | 2 additional funds by 2025 | BancoPosta Fondi SGR | 2024 | new |
| Maintaining 100% of investment product offerings consisting of products that promote environmental and/or social characteristics | 100% of investment products offered by 2025 | Poste Vita | 2024 | new |
| 100% of investment options that promote environmental and/or social characteristics and invest in single names with weighted average coverage ESG rating equal to or higher than the threshold defined by those following the sustainability characteristics of products | 100% investment options by 2025 | Poste Vita | 2024 | new |
| Evolution of the offer dedicated to Small Economic Operators (POE) launched at the end of 2024 (including the compulsory health risk with specific coverage of Law 2024 - catastrophic risks) with risk pricing based on geographical coordinates | Development of offerings by 2025 | Poste Vita | 2024 | new |