Poste Italiane’s Sustainability Strategy consists of the ESG Strategic Plan and a set of Sustainability Policies. The main objective is the achievement of national and international targets for social and environmental development. This Strategy is consistent with Poste Italiane’s activities and business criteria, within the broader strategic framework defined by the Group.
The ESG Strategic Plan includes all the specific objectives and targets, both qualitative and quantitative, that the Group has set for the purpose of continuously improving its sustainability performance. In addition, the principles, qualitative objectives and different management methods, are integrated in the policies adopted, which regulate in a synergistic manner the various relevant Group’s sustainability issues.
Stakeholder engagement
With the aim of contributing to the creation of shared value for the Company and all its stakeholders, Poste Italiane also integrates into its Sustainability Strategy the needs expressed by those directly and indirectly involved in the Group’s activities. Consideration of stakeholders’ requests allows the Group to maintain a relationship of trust and transparency in the social and economic context in which it operates and, at the same time, strengthen its reputation.
In order to identify all the stakeholders that influence or are influenced by the achievement of the Group’s strategic objectives, Poste Italiane has carried out a detailed mapping of the stakeholder categories with which it interacts during its activities.
The analysis identified six macro-categories of stakeholders, namely: Shareholders and Investors, Customers, Employees, Suppliers (Business Partners), Entities and Institutions, Community and Territory and Third Sector Bodies. These are shown in the following table, which indicates the main ways of involvement and communication related to each of them.
| CATEGORY OF STAKEHOLDERS | PRINCIPAL ENGAGEMENT METHODS | PURPOSE OF THE ENGAGEMENT |
|---|---|---|
| Shareholders and investors | Shareholders' meeting; Corporate Governance Report; Financial relations and periodic presentations; Road shows and dedicated meetings; The Company's corporate website; Press releases. | Communicating the Group's ESG value to the financial market; Consolidating trust and ensuring integrity and transparency in the business. |
| Customers | Customer experience systems; Periodic customer satisfaction surveys. | Building customer loyalty and improving the quality of products and services offered, in an inclusive and sustainable manner. |
| Employees | Internal communication tools (intranet, newsletters, mailing lists, Postenews, etc.); Internal and external events for staff; Periodic meetings; first- and second-level bargaining; Periodic staff satisfaction surveys. | Engaging staff by increasing their sense of belonging; Valuing and rewarding talent; Promoting inclusion and gender equality at all levels. |
| Suppliers and business partners | Dedicated meetings. | Integrating ESG aspects within the supply chain. |
| Entities and Institutions | Conferences; Dedicated meetings; Corporate communication; Periodic communications; Organisation of events. | Maintain a proactive and collaborative dialogue with central and local institutions. |
| Community and Territory, Third Sector Bodies | Community projects; Partnerships; Press releases; Sponsorships; Donations; Dialogue with local institutions; Contacts during the launch of relevant projects,; Publication of documents, interviews, events. | Promoting social inclusion; implementing modernisation and digitalisation processes aimed at increasing the well-being of citizens and the socio-economic development of the territory. |
Value chain
With the aim of representing the main characteristics of the value chain, upstream and downstream, the Group conducted an analysis with respect to the main business entities such as suppliers, customers, distribution channels and end users and their respective relationships with the Group. Below is a mapping of the Poste Italiane Group’s value chain, representative of the business sectors in which it operates. In particular, considering for the upstream value chain the supply categories subdivided into Tier 1, Tier 2 and Tier 3 and the provision of cross-tier services, for the own operations the activities of the Strategic Business Units and for the downstream value chain the consumers and/or end-users, a summary of the main players involved is given below.
Tier 1
Acceptance and delivery (e.g. tobacconists, lockers, UPs); Suppliers of materials for product packaging and wrapping; Suppliers of sorting services (e.g. cooperatives); Suppliers of real estate services (e.g. rent, security, electricity/gas, hygiene services, infrastructure maintenance); Suppliers of maintenance services for sorting equipment and facilities; Suppliers of PPE and safety materials (e.g. shoes, helmets, gloves, work uniforms); Suppliers of equipment; Suppliers of middle mile transport services, last mile delivery and Pickup; Suppliers of fleet vehicles; Suppliers of handling and warehousing services; Suppliers preparatory to the provision of payment services; Circuit partnerships; Production and customisation of payment cards; Supplies preparatory to the provision of telephony services; Provision of regulatory/legal/accounting support services; Logistics service providers; Credit management services; After-sales customer support services; Wholesale suppliers of electricity, natural gas, guarantees of origin and carbon credits; Energy market platforms; Transport and distribution service providers of natural gas and electricity; Database/observatory services; Commercial partners and third-party facilities for the provision of services in physical points and digital channels; IT services; Communication, Marketing and Advertising activities; Printing, Enveloping and Delivery; Services supporting control activities; Delegated Asset Managers of the Company; Distributors of the Company’s products.
Tier 2
Suppliers of plant and equipment maintenance services; Suppliers of company fleet vehicle maintenance services; Suppliers of wrapping and packing materials (e.g. manufacturers of boxes, pallets, adhesive tapes); Suppliers preparatory to the provision of payment services; IT services; Support and call centres; Suppliers of data, software and IT systems for the management of delegated insurance products.
Tier 3
Data processing technology, software and IT systems development companies; External suppliers of software and IT systems for financial products management.
Provision of cross-sector services
Services provided by other BUs (e.g. IT services managed internally and also provided through the use of external companies); Professional consultancy/services; Consulting companies; Services supporting cross-sector functions; Utilities providers; General and managerial training; Providers of data, software and IT systems for the management of insurance products; Market research companies.
Pickup; Acceptance; Sorting; Middle mile transport; Last mile delivery; Handling; Customs clearance; Warehousing; Payment services; Fixed and mobile telephone services; Energy Management and Risk Management; Marketing and Sales; After-sales services (billing, customer care); Transactional and payment products and services; Financing products and services; Savings products and services; Investment products and services; Insurance and pension products and services; Collective investment management service (funds); Individual portfolio management service (GPM); Financial management service.
Business Customers, Retail Customers (Private, Affluent, Mass Market, POE, Enterprise, Public Administration), Other postal operators; Intra-group customers (Poste Italiane and Group Companies); Asset management product distributors (Poste Italiane/BancoPosta); Customers of the individual base management service (PosteVita, Net Insurance, Net Insurance Life).