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Poste Italiane

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Our 2024-2028 strategic plan reshapes our business to best seize growth opportunities. There are two points at the centre of our strategy: a new commercial service model that maximises the value of our platform, and a transformation of our logistics to create a technological network increasingly oriented towards parcel management. In this way, we intend to ensure the financial sustainability of the mail and parcel business.
 

"Poste Italiane’s transformation journey started back in 2017 with a simple ambition: to maximise value for our clients and be the most effective and trusted distribution network in Italy. We have gone beyond that and established ourselves as the largest phygital platform in Italy, thriving on the integration of multiple touchpoints and creating an omnichannel ecosystem where each portion of the platform complements the other."
- Matteo Del Fante, CEO -

In 2024, the first year of the Plan, we successfully achieved our strategic priorities: financial targets were met ahead of schedule and all key initiatives are well under way.

Main strategic highlights:

  • New commercial service model
    The new model will optimize retail customer coverage and transform the post office from a transactional to a relational space. Additionally, we will renew our focus on SME clients.
  • Logistics transformation
    We will transform the postal network into an increasingly parcel focused one, develop a joint venture with a specialized logistic real-estate partner for the parcel business and new warehouses for contract logistics, leveraging technology to improve customer experience and operational efficiency.
  • A brand new SuperApp
    Incorporating the new payment wallet, the SuperApp will be fully customized to client’s individual profiles. Thanks to cutting-edge technology and Artificial Intelligence it will be a unique access point to Poste Italiane's ecosystem.
  • Polis Project
    In order to further support Italy’s social and economic cohesion and reduce the digital divide, by 2026, about 7.000 post offices in small municipalities will be transformed into digital service hubs and access points for Public Administration services. Additionally, 250 co-working sites will be made available to citizens.

2028 Group Financial Target

€ bn 
(€bn unless otherwise stated) 
2023 2024 2025 2028
CAGR
23 - 28
REVENUE 11.99 12.59 12.8 13.5 c.3%1
EBIT2 2.62 2.96 3.1 3.2 c.4%
NET PROFIT 1.93 2.1 2.1 2.3 c.4%3

1. 2023 numbers exclude sennder and Covid related mandate for a total of 0.2bn for the computation of the CAGR;
2. Excluding systemic charges related to insurance guarantee fund, on average c.80m per annum over the plan period;
3. 2023 numbers exclude sennder and one-off bonus for the computation of the CAGR

C. € 1.1 BILLION GROUP FUNDED CAPEX IN 2025

Continuing to invest in digitalisation and support business transformation
 

 

1. Information & Communication Technology related projects;  
2. c.65% funded by the Italian government’s Complementary Fund of the National Recovery and Resilience Plan.

Dividend policy

Thanks to strong visibility on future cash flows and group capital optimization, we are upgrading our dividend policy by structurally increasing the payout ratio from 65% to 70% throughout the 2028 plan. As a result, our new target of cumulated dividends for the 5-year plan increases from €6.5 billion to around €7.5 billion.


 
€bn (unless otherwise stated) 2023 2024 2025 2026 2028

DIVIDEND

PER SHARE (€)

0.80

1.08

≥1.0

 
DIVIDEND PAYOUT 54% 70% Increased from ≥65% to 70%

ESG targets

The Strategic Plan encompasses the Group’s ESG strategy, which ensures the creation of shared value and alignment with the United Nations Sustainable Development Goals (SDGs) and is divided into eight pillars: Integrity and Transparency, People development, Diversity and inclusion, Creating value for the Country, Green Transition, Customer experience, Innovation and Sustainable Finance.

 


On an environmental level, one of our most important commitments is the renewal of our fleet. By the end of 2024, we had 28,400 low-emission vehicles, both hybrids and electrics, i.e. 600 more vehicles than originally planned. To support the decarbonisation of logistics, in 2024 we developed the “Green Index”, an environmental footprint calculator that allows us to monitor the emissions produced for each parcel delivered.

Among other initiatives related to ESG targets, we continue to strive for the empowerment of our people and for Italy’s cohesion. We have adopted sustainable finance policies to integrate environmental and social issues into the group’s investment choices. We are promoting sustainability in our supply chain and we have introduced eco-friendly payment and SIM cards, as well as a rewards system to encourage good behaviour among our customers.

Our strategy by business area

Targets achievements

We have a consolidated track record of exceeding our financial targets.
 

€ BN UNLESS OTHERWISE STATED 2017 2018 2019 20204 2021 20221 2023 2024 2025
Revenues 2
10.57
10.82
10.96
10.53
11.22
11.37
11.99
12.59
12.8
Ebit
1.12
1.50
1.77
1.52
1.85
2.40
2.62
2.96
3.1
Net profit 3
0.69
1.40
1.34
1.21
1.58
1.58
1.93
2.01
2.1
DPS (€)
0.42
0.44
0.46
0.49
0.59
0.65
0.80
1.085
-
Achieved
Overachieved


1 2022 numbers are restated for IFRS17;
2 Revenues exclude commodity price and pass-through charges related to the energy business. 2017-19 revenues are restated net of interest expenses and capital losses on investment portfolio;
3 0.76bn excluding write-off of 0.07bn for 2017, 1.01bn excluding positive tax one-offs of 0.39bn for 2018; 1.23bn excluding SIA stake revaluation and positive tax one-offs of 0.11bn for 2019, 1.11bn excluding positive tax one-offs of 0.1bn for 2020; 1.33bn excluding Nexi stake revaluation and positive tax one-offs of 0.25bn for 2021
4 Impacted by Covid-19
5 Proposed