Non-financial risks associated with material topics and management methods
| Topic | Risk events | Stakeholders | Potential impact on Poste Italiane | Potential impact on stakeholders |
Main management methods |
|---|---|---|---|---|---|
| Integrity and transparency |
Behaviours adverse to proper business management standards |
Staff; Suppliers and business partners; Financial community; Customers; Independent regulatory and/or supervisory authorities |
- Strategic
- Reputational
- Compliance
|
- Economic | Reinforcement of corporate controls on specific issues (e.g. integrated risk management model, corporate reliability model, anti-corruption, environment, etc.) |
| Quality and customer experience |
Deterioration in the levels of quality provided and increase in the number of complaints |
Customers; Independent regulatory and/ or supervisory authorities; Financial community |
- Economic - Strategic - Reputational - Operational |
- Quality of service - Economic |
- Strengthening of Company initiatives regarding specific issues (e.g. quality) - Improvement of products and services - Development of customer assistance model - Complaints management - Implementation of the Quality Management System |
| Staff training and development |
Inadequate staff quality |
Customers; Poste Italiane people |
- Strategic | - Human rights | - Strengthening of annual training plan - Promotion of communication, training and information initiatives to increase engagement |
| Support for the socio-economic development of local communities |
Tensions with local communities due to redefinition of the business model |
Local authorities | - Strategic - Reputational |
- Quality of service - Economic |
- Constant structured dialogue with bodies and authorities and agreed local community engagement initiatives |
| Dialogue and transparency in relations with the authorities |
Failure to take into account authorities’ expectations |
Independent regulatory and/ or supervisory authorities; European and international authorities; National authorities; Consumer and trade associations |
- Strategic - Reputational |
- Economic | - Constant structured dialogue with bodies and authorities and agreed local community engagement initiatives |
| Occupational health and safety |
Accidents / workplace injuries involving employees or contractors |
Poste Italiane people | - Economic - Strategic - Reputatio nal - Operational |
- Health and safety | - Analysis and optimisation of occupational health and safety organisational models - Extension of production models to operational sites (e.g. lean manufacturing) - Support for the implementation and certification of OSMSs in the production units of Poste Italiane SpA and other Group companies |
| Environmental impacts of logistics |
Environmental externalities of logistics activities (e.g. production of polluting emissions) |
Suppliers and business partners; Environment |
- ESG | - Health and safety | - Making the Postal, Communications and Logistics fleet “green”, partly with the aim of increasing load capacity - Redesign and development of the delivery network (e.g. increase in the number of afternoon delivery lines, introduction of deliveries to lockers, Post Offices and third-party networks) |
| Integration of ESG factors into investment policies |
Lack of perception of the overall risk of operations and loss of business opportunities |
Financial community; Customers |
- Financial and insurance - ESG |
- Economic - Human rights |
- Management of risks and opportunities relating to ESG factors within traditional investment processes |
| Integration of ESG factors into insurance policies |
Lack of perception of the overall risk of operations and loss of business opportunities |
Financial community; Customers |
- Financial and insurance - ESG |
- Economic - Human rights |
- Management of risks and opportunities relating to ESG factors within traditional insurance processes |
| Innovation and digitisation of products, services and processes |
Insufficient innovation capacity in multichannel, customer experience and digital areas |
Financial community; Customers; Community and territory |
- Strategic | - Quality of service - Economic |
- Specific organisational responsibility for digital development - Launch of digital initiatives - Partnerships and collaborations with first mover realities in the digital and technological sector |
| Protection of human rights |
Possible discrimination against Poste Italiane employees (e.g. gender, age, political or sexual orientation, marital status, etc.) |
Poste Italiane people | - Strategic - Reputational - ESG |
- Human rights | - Specific organisational responsibility for diversity and inclusion - Identification of possible training initiatives to create culture for all staff - Introduction of control mechanisms for the protection of human rights, equal opportunities, diversity and inclusion |
| Staff welfare and wellbeing |
Inadequate planning and/or implementation of staff welfare and wellbeing programmes |
Poste Italiane people | - Strategic - ESG |
- Health and safety - Quality of life, wellbeing |
- Staff engagement programmes (e.g. “employee engagement programme”, activation of a welfare platform, an absenteeism competence centre, etc.) - Incentivisation of the use of remote working tools |
| Relations with social partners |
Labour union disputes | Labour Unions; Nonrecognised workers’ organisations; Financial community |
- Economic - Strategic - Operational - Reputational |
- Economic - Health and safety - Human rights - Quality of life, wellbeing |
- Constant dialogue with labour union representatives - Implementation of restructuring projects in compliance with the regulatory framework (National Collective Labour Contract and laws), which is characterised by governable social impacts - Management of staff in line with legal requirements, policies and Company procedures |
| Cybersecurity, IT security and privacy |
Increase in malfunctions relating to technological infrastructure |
Poste Italiane people; Media; Customers |
- Economic - Strategic - Operational - Reputational |
- Quality of service - Economic |
- Personal data protection, cybersecurity and business continuity actions - Investments in IT infrastructure modernisation |
| Legality and incorporation of ESG criteria within the procurement processes |
Behaviour of suppliers not in line with Poste Italiane’s sustainability policies |
Suppliers and business partners |
- Strategic - Operational - Reputational - ESG |
- Health and safety - Human rights |
- “Open and Transparent Contracts” portal - Centralisation of Group companies’ procurement activities within a corporate function - Supplier qualification system |
| InclusioEnvironmental impacts of real estate facilitiesne finanziaria |
Increased emissions from real estate management (e.g. energy management, waste management, etc.) |
Environment; Poste Italiane people |
- Economic - Strategic - Reputational - ESG |
- Health and safety | - Specific organisational responsibility for the management of the company fleet - Adoption of energy efficiency solutions for real estate assets and use of renewables - Implementation of the Environmental Management System for Group companies |
| Financial inclusion |
Insufficient consideration regarding access to financial services by specific customer categories (e.g. the elderly, foreigners, etc.) |
Financial Community; Customers; Entities and Institutions |
- Strategic - ESG |
- Economic | - Constant structured dialogue with bodies and authorities and agreed local community engagement initiatives - Digital and postal financial education programme |
| Equal career development opportunities |
Lack of transparency in communication and application of objective assessment drivers in employees’ career paths |
Poste Italiane people; Labour Unions; Nonrecognised workers’ organisations |
- Strategic - Reputational |
- Human rights - Quality of life, wellbeing |
- Introduction of control mechanisms for the protection of human rights, equal opportunities, diversity and inclusion |
