2025 highlight
ca. 120,000
EMPLOYEES
53%
WOMEN
47h
of training per person
We are the largest employer in Italy with 120,000 employees and total employment (including ancillary activities) of more than 182,000 jobs.
Our people are the driving force behind our transformation and success, a distinctive factor that has propelled our growth.
Our People Strategy is built on an integrated model for valuing and developing people, aimed at ensuring strong and sustainable leadership over the long term. The promotion of skills and professional growth, through structured development paths, continuous training programs, and internal mobility opportunities, lies at the core of this strategy, with a focus on merit recognition and strengthening corporate culture.
Inclusion and equal opportunities are fundamental principles for our Group: we provide all our people with concrete tools to support full participation in company life, regardless of age, sexual orientation and identity, disability, health, ethnicity, nationality, language, political views, socioeconomic status, or religion.
At the same time, organizational well-being, corporate welfare, and the protection of health and safety are essential pillars for improving working conditions.
We also work to strengthen engagement and corporate culture by promoting a sense of belonging and the active involvement of our people in the Group’s growth. In this context, we have adopted a new leadership model, innovative, inclusive, and responsible, integrated into development and management processes and organizational practices, and aligned with sustainability principles.
For more information on the organisation of people within the group, please refer to the in-depth document .
Our people are the driving force behind our transformation and success, a distinctive factor that has propelled our growth.
Our People Strategy is built on an integrated model for valuing and developing people, aimed at ensuring strong and sustainable leadership over the long term. The promotion of skills and professional growth, through structured development paths, continuous training programs, and internal mobility opportunities, lies at the core of this strategy, with a focus on merit recognition and strengthening corporate culture.
Inclusion and equal opportunities are fundamental principles for our Group: we provide all our people with concrete tools to support full participation in company life, regardless of age, sexual orientation and identity, disability, health, ethnicity, nationality, language, political views, socioeconomic status, or religion.
At the same time, organizational well-being, corporate welfare, and the protection of health and safety are essential pillars for improving working conditions.
We also work to strengthen engagement and corporate culture by promoting a sense of belonging and the active involvement of our people in the Group’s growth. In this context, we have adopted a new leadership model, innovative, inclusive, and responsible, integrated into development and management processes and organizational practices, and aligned with sustainability principles.
For more information on the organisation of people within the group, please refer to the in-depth document .
We promote skills development
We offer our people a meritocratic environment in which everyone can develop their full potential and contribute to the Group’s growth.
- To accompany our transformation process, we are implementing several Change Management programmes. For example, through creative workshops and immersive experiences we foster the evolution of front end operators (counter operators) in post offices.
- We have implemented a scouting programme aimed at young talent to support them in their growth towards more complex roles.
- We foster the evolution of managerial skills, guiding our managers towards an increasingly people-oriented approach, to inspire change, interpret the present and the future, and generate value for both people and the organization. A dedicated in-person training day was organized for the new Leadership Model, aimed at providing an initial level of understanding of the new “compass” of organizational behaviors expected to ensure effective managerial action, in a phase of significant transformation for the company.
- Since 2021, the Open Learning Area project has been added to the traditional training methods. This project is geared around individual curiosity and responsibility: people can freely access online courses and ebooks on this digital platform.
Training: highlight
In 2024 we provided 5,9 million training hours (out of the 25 million in our business plan between 2024 and 2028). An average of 47 hours of training per person.
From 2017 to 2025, we invested 48.5 million hours in training.
In 2025, we confirmed ISO 29993:2019 "Training Services" certification.
From 2017 to 2025, we invested 48.5 million hours in training.
In 2025, we confirmed ISO 29993:2019 "Training Services" certification.
LabAI: with artificial intelligence, tomorrow starts today
The future of skills will be profoundly influenced by the adoption of artificial intelligence (AI) and emerging technologies, which is why it is crucial to familiarise our workforce with AI.
In 2025, we continued our dedicated training initiatives. The new Learning Path LabAI: Artificial Intelligence for All was made available on demand, to support the entire workforce in developing basic knowledge and core AI skills.
The program consists of over 20 online courses, organized into 8 thematic areas, including LabAI Literacy, which features the 10 video lessons already delivered in the 2024 synchronous program, optimized and enriched for online use.
Particular attention was given to ethics: for Group managers, the Corporate University organized a mandatory training initiative to promote the Ethical Manifesto supporting artificial intelligence, developed in collaboration with Father Paolo Benanti, a theologian and leading expert in technology ethics. Subsequently, to further explore ethical principles and the European regulatory framework on Artificial Intelligence, we developed the LabAI Ethics program for the entire workforce, consisting of four online courses.
The program consists of over 20 online courses, organized into 8 thematic areas, including LabAI Literacy, which features the 10 video lessons already delivered in the 2024 synchronous program, optimized and enriched for online use.
Particular attention was given to ethics: for Group managers, the Corporate University organized a mandatory training initiative to promote the Ethical Manifesto supporting artificial intelligence, developed in collaboration with Father Paolo Benanti, a theologian and leading expert in technology ethics. Subsequently, to further explore ethical principles and the European regulatory framework on Artificial Intelligence, we developed the LabAI Ethics program for the entire workforce, consisting of four online courses.
INSIEME – Connecting Ideas
INSIEME is Poste Italiane's collaborative innovation program that leverages the ideas and skills of the Group’s people, transforming them into concrete, high-impact projects.
The 3rd edition saw over 1,100 ideas collected, more than 5,100 contributors involved, and strong engagement thanks to a network of ambassadors, leading to the launch and implementation of numerous projects focused on sustainability, inclusion, and innovation.
The 4th edition introduces a new strategic framework based on the 3Ps: Purpose, People, Platform. Through specific challenges, this framework helps steer the generation of ideas toward proposals that are increasingly aligned with the Group’s evolution.
As in previous editions, employees can participate by proposing an innovative idea with high stakeholder impact, or by offering their expertise to help develop someone else's idea. This "act of generosity" aligns with Poste's leadership model, encouraging active participation in change.
Edition after edition, INSIEME evolves into an increasingly integrated innovation journey aimed at generating tangible value for the company, its customers, and local communities.
Find out all the details about the initiative
Learn more about how we develop our people’s talent
The 3rd edition saw over 1,100 ideas collected, more than 5,100 contributors involved, and strong engagement thanks to a network of ambassadors, leading to the launch and implementation of numerous projects focused on sustainability, inclusion, and innovation.
The 4th edition introduces a new strategic framework based on the 3Ps: Purpose, People, Platform. Through specific challenges, this framework helps steer the generation of ideas toward proposals that are increasingly aligned with the Group’s evolution.
As in previous editions, employees can participate by proposing an innovative idea with high stakeholder impact, or by offering their expertise to help develop someone else's idea. This "act of generosity" aligns with Poste's leadership model, encouraging active participation in change.
Edition after edition, INSIEME evolves into an increasingly integrated innovation journey aimed at generating tangible value for the company, its customers, and local communities.
Find out all the details about the initiative
Learn more about how we develop our people’s talent
We promote equality, diversity and inclusion
Our approach to diversity has evolved over time: from protecting and integrating diversity, we have moved to a proactive strategy to overcome cultural stereotypes in order to identify and address the factors that prevent people’s labour inclusion.
We take action in four main areas: Gender, Generations, Disability/Vulnerability and Interculturality.
Our strategy is based on a structured system of policies and tools – such as the Diversity & Inclusion Policy, the Active Parenting Support Policy and the LGBTQ+ Inclusion Policy – which steer the Group’s efforts towards removing obstacles, valuing individual uniqueness and creating a fair and inclusive working environment.
See our policies for inclusion
We take action in four main areas: Gender, Generations, Disability/Vulnerability and Interculturality.
Our strategy is based on a structured system of policies and tools – such as the Diversity & Inclusion Policy, the Active Parenting Support Policy and the LGBTQ+ Inclusion Policy – which steer the Group’s efforts towards removing obstacles, valuing individual uniqueness and creating a fair and inclusive working environment.
See our policies for inclusion
Involve people and create alliances
To encourage the active participation of our people in company life and to promote an increasingly inclusive culture, in 2024 we set up 5 Employee Resource Groups (E.R.G.), internal communities formed not only by those who personally experience a specific diversity, but also by ‘allies’:
- Generation P, for dialogue and generational exchange
- ParipassO, for women’s leadership and empowerment
- Poste+, to foster an environment where LGBTQ+ people can freely express their identity
- PostAbili, to promote a harmonious working environment for people with vulnerabilities
- OpenPoste, to spread knowledge from an intercultural perspective.
Women’s leadership: a concrete commitment also in 2025
We support the growth of women’s leadership through professional development programmes, dedicated training courses and concrete actions that promote equal opportunities and enhance women’s talent at all levels of the organisation.
As a confirmation of our commitment, in 2023 we obtained the first UNI/PdR 125:2022 certification on gender equality for Poste Italiane which has been maintained over the following two years. In 2025, the Group companies Net Insurance, Postel and Agile Lab also maintained their gender equality.
Finally, women accounted for over 50% of nominations in management succession plans (against a 2024 target of 45%). This is a key factor in increasing the presence of women in the Group’s most responsible positions.
Supporting the new generations
We actively support the growth of the new generations through initiatives that strengthen the link between school and the labour market, offering concrete opportunities for school and career guidance and skills development.
This is the focus of the Next Generation project, which is particularly dedicated to students from vulnerable social backgrounds. The programme offers pathways for soft skills and orientation (PCTO), with themed workshops on artificial intelligence and group activities such as the Creathon, where participants work in teams to devise innovative solutions to challenges proposed by the company.
In 2024, we renewed our commitment to the second edition of the two-year ‘School4Life 2.0’ project, developed in synergy with other large companies, with the aim of helping to combat school drop-outs by supporting educational quality through intervention plans run by company professionals as role models, mentors and masters of trades in secondary and high schools throughout Italy.
Finally, our commitment also extends to employees’ children, who are involved in experiential workshops to help them plan their educational and professional future, as well as the allocation of scholarships for experiences abroad.
Diversity and inclusion data
Our welfare system is based on an integrated approach that considers people in their entirety.
We are committed to ensuring:
Through these actions, we want to create a working environment that is fair, motivating and capable of improving our people’s well-being. To better engage our people on well-being topics, strengthen awareness and use of the opportunities we offer, and surface emerging needs, we plan to involve at least 200 internal Ambassadors over the next two years, dedicated to promoting people care and corporate welfare initiatives.
In 2025, we recorded approximately 50,000 sign-ups to our welfare platform (+22% compared to 2024).
We are committed to ensuring:
- Health and psychophysical well-being through services dedicated to prevention, care and psychological support.
- Work-life balance, promoting flexibility and concrete tools to better balance professional and personal time.
- Support for parenting, with facilities and services for those with children, from birth to adolescence.
- Services for caregivers, to help reconcile care and work.
- Promotion of culture, education and sport, with dedicated initiatives to benefit our people and their children.
- Involvement of families and the local community, with services and benefits that can be accessed beyond the company perimeter.
Through these actions, we want to create a working environment that is fair, motivating and capable of improving our people’s well-being. To better engage our people on well-being topics, strengthen awareness and use of the opportunities we offer, and surface emerging needs, we plan to involve at least 200 internal Ambassadors over the next two years, dedicated to promoting people care and corporate welfare initiatives.
In 2025, we recorded approximately 50,000 sign-ups to our welfare platform (+22% compared to 2024).
Welfare for our people
We support mothers and fathers at Poste Italiane with a series of dedicated programmes to promote a balance between professional and personal life, enhance the parental experience as a lever for growth, and offer concrete services and inclusive policies to support parents.
For example, in 2024 we continued the ‘Mums at work’ programme, dedicated to involving employees returning from maternity leave to support them in their reintegration into the company.
In 2025, we recorded approximately 50,000 enrollments in our welfare platform (+22% compared to 2024).
Learn more about our welfare system
For example, in 2024 we continued the ‘Mums at work’ programme, dedicated to involving employees returning from maternity leave to support them in their reintegration into the company.
In 2025, we recorded approximately 50,000 enrollments in our welfare platform (+22% compared to 2024).
Learn more about our welfare system
We support parents
We regularly conduct numerous internal surveys to listen to our people’s voices in a structured way and to promote continuous improvement of company services and the working environment.
Through these listening initiatives – covering areas such as welfare, training, internal services, inclusion and mobility – we strive to identify employees’ real needs, guide our decisions and foster greater organisational involvement.
2025 SURVEYS
We conducted the following cross-functional surveys in 2025:
- “InEvidenza”: a periodic survey to capture insights and needs from colleagues regarding internal communication channels and tools, as well as the initiatives shared through them.
- Servizi per la Persona: an annual assessment of the usability of the dedicated intranet section.
- Poste Mondo Welfare: a two-part survey on satisfaction with the welfare plan and on employees’ needs.
- Survey caregiver: an anonymous questionnaire to measure the perceived caregiving burden among employee caregivers.
- Dillo a NoidiPoste: an ongoing survey to collect ideas for new services and improve the customer experience.
- Postalo: an ongoing survey on satisfaction with the platform for exchanging second-hand goods and services among colleagues.
- Casina Poste e Parco Fluviale: an ongoing survey to assess needs and satisfaction related to the sports and leisure space in Rome reserved for employees.
- Mobilità casa-lavoro: an annual analysis of commuting habits to promote sustainable solutions.
- Servizio noleggio auto: a survey on satisfaction with the company car rental service, aimed at employees who use the service.
- Sprechi alimentari: a survey conducted in collaboration with Cittadinanzattiva, a national consumer association, on sustainable nutrition and food waste reduction.
- Multistakeholder Forum: a survey aimed at assessing perceptions of the most relevant social and governance (SG) impacts for the Group, addressed to the entire workforce.
We are always listening to respond to our people’s needs
Active Employment Policies are one of the most important levers to better manage employment dynamics at Poste Italiane and to update our professional skills.
The new agreement signed in May 2024 with the trade unions for the three-year period 2024-2026 specifically provides for:
Moreover, in July 2024 we renewed the National Collective Labour Agreement (CCNL), which covers all our non-managerial staff. Valid until 31 December 2027, the new CCNL provides for an increase in pay and new measures for welfare, parental support, support for female workers who are victims of violence, hour flexibility and work-life balance.
The new agreement signed in May 2024 with the trade unions for the three-year period 2024-2026 specifically provides for:
- Combating ‘poor work’ and providing incentives for ‘good employment’ by giving a very significant number of people the opportunity to transform their contract from part-time to full-time, and stabilising people with fixed-term contracts
- Raising the percentage of turnover coverage by compensating (through recruitment or stabilisation) 75% of staff exits, instead of the 40% previously adopted
- More attention should be paid to workers suffering from serious illnesses or incapacity as a result of accidents.
Moreover, in July 2024 we renewed the National Collective Labour Agreement (CCNL), which covers all our non-managerial staff. Valid until 31 December 2027, the new CCNL provides for an increase in pay and new measures for welfare, parental support, support for female workers who are victims of violence, hour flexibility and work-life balance.
Employment agreement and renewal of the collective agreement
We regard the protection of health and safety at work as a priority and shared commitment at all levels of the organisation.
Through our Corporate Occupational Health and Safety Policy and Integrated Group Policy, we promote a systemic approach inspired by ISO 45001:2023, enabling us to ensure that 100% of employees are covered by a Health and Safety Management System.
We continuously assess risks, act promptly on regulatory updates and draw up annual improvement plans to reduce occupational injuries and illnesses. We invest in training with dedicated initiatives, such as the ‘Safety Academy’ and protocols developed with the Traffic Police, to strengthen the culture of prevention.
We use technical audits, digital tools and self-assessment platforms to monitor the effectiveness of our actions. We actively involve the Workers’ Safety Representatives (RLS) in the evaluation processes and have an ongoing dialogue with trade unions.
We also promote internal awareness-raising campaigns on specific topics to encourage conscious and responsible behaviour in everyday work.
Health and safety: a shared daily commitment
We consider it crucial to protect and value not only our own people, but also those who work for us and all the workers of our suppliers, such as couriers, transport, sorting, real estate and cleaning workers.
We do this through our Code of Ethics – which every supplier, subcontractor and partner of the Group is obliged to accept – and the ‘Policy concerning the protection and safeguarding of human rights’, updated in 2025, committing ourselves to the prevention, condemnation and non-tolerance of any form of harassment, discrimination or violence against workers in the value chain, promoting fair working conditions and ensuring fair pay, in compliance with collective agreements and regulations.
We also involve suppliers in our sustainable growth path through our Sustainable Procurement model.
We do this through our Code of Ethics – which every supplier, subcontractor and partner of the Group is obliged to accept – and the ‘Policy concerning the protection and safeguarding of human rights’, updated in 2025, committing ourselves to the prevention, condemnation and non-tolerance of any form of harassment, discrimination or violence against workers in the value chain, promoting fair working conditions and ensuring fair pay, in compliance with collective agreements and regulations.
We also involve suppliers in our sustainable growth path through our Sustainable Procurement model.