Integrity and transparency

Work with transparency and integrity

Behaviours adverse
to proper business
management
standards

Personnel; 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.)

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

People development

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

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

Occupational
health and safety

Accidents / workplace
injuries involving
employees or
contractors

Poste Italiane people

- Economic
- Strategic
- Reputational
- 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

Diversity and Inclusion

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

Equal career
development
opportunities

Lack of transparency
in communication
and application of
objective assessment
drivers in employees’
career paths

Poste Italiane people;
Labour Unions; Non-recognised 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

Creating value for the country

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

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

Green transition

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)

Environmental
impacts of real
estate facilities

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

Customer experience

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

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

Innovation

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

Sustainable finance

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