Poste Italiane pays special attention to human capital, as a sky element in creating competitive advantage and achieving company objectives. In this light, the Group invests significantly to promote training for its personnel, who can more effectively and consistently meet the needs of a business in constant transformation. Specifically, the Company sees training as a fundamental part of the continuing development of personal and professional skills, with the aim of enhancing every person who is part of the Group. In consideration of this, Poste Italiane is committed to improving the quality of training by adopting innovative formats that create more involvement and through knowledge sharing methods, useful for simplifying access to training content and guaranteeing continuous learning in relation to developments in the epidemiological situation.
In accordance with that established in the “2024 Sustain & Innovate Plus” Plan, training is part of a much larger project that, in line with company principles and the requirements of the market, customers and regulations, calls for around 25 million hours of training to be provided between 2020 and 2024. To promote regular training activities, in 2015 the Company established the Corporate University, which is a part of Human Resources organised into different Academies, focused around business content and subdivided based on the skills to be improved. The objective of the Corporate University is to establish and guarantee the execution of training as a whole (including operating training). To that end, it makes use of local structures, operating mechanisms and organisational ownership of training activities and operations training, adopting an approach that ensures efficacy, efficiency and conformity of results, by introducing specific quality and efficacy benchmarks for training. In this context, the Training and Operations Training Procedure should be noted, which applies to all company functions and personnel. It describes the operating model used for training, making explicit the operating mechanism and organisational ownership of training and operating training, with the aim of guaranteeing efficacy, efficiency and conformity in results, by introducing organisational and control measures which are also relevant with regards to Legislative Decree 231/01 is not established.
In 2021, training had the strategic objective of supporting the profound transformation of the company; the new service models introduced, entry into new businesses, new working methods and the increasing complexity of the situation required and continue to require a constant process of updating and developing technical and cultural skills. Poste Italiane is committed to improving the learning experience, both by introducing innovative methodologies such as “immersive learning” (combining cutting edge digital technologies with traditional relationship dynamics) and gaming training techniques, which enrich the employee’s experience, as well as by developing the e-learning platform that allows for simplified access to all training content.
Additionally, Poste Italiane has enhanced and enriched the content in the Open Learning Area, in which over 200 courses in 14 thematic areas are available online, as well as 65 books, which can be freely accessed by the entire workforce on demand. This allows people to independently select the training they desire, under a self-development approach. As in 2020, the Group continued to make use of the Cloud Oracle HCM (Human Capital Management) platform to support the training process.
Over 6 million training hours were provided in 2021. Generally, to meet the various training needs that come from the Group’s business, dedicated training courses were provided for specific targets (e.g. counter workers, postal workers, customer service representatives, sales agents) to help then acquire, consolidate and develop the technical specialist skills
for their position. Additionally, cross-cutting training courses were provided to all Group personnel, regardless of their specific position, on regulatory and behavioural aspects and on issues associated with the adoption of new tools and cultural models. Finally, Poste Italiane provided individual training courses, dedicated in particular to resources being developed, to strengthen skills which will be useful when placed in roles of greater complexity.
In 2021, provision of:
In accordance with that established in the “2024 Sustain & Innovate Plus” Plan, training is part of a much larger project that, in line with company principles and the requirements of the market, customers and regulations, calls for around 25 million hours of training to be provided between 2020 and 2024. To promote regular training activities, in 2015 the Company established the Corporate University, which is a part of Human Resources organised into different Academies, focused around business content and subdivided based on the skills to be improved. The objective of the Corporate University is to establish and guarantee the execution of training as a whole (including operating training). To that end, it makes use of local structures, operating mechanisms and organisational ownership of training activities and operations training, adopting an approach that ensures efficacy, efficiency and conformity of results, by introducing specific quality and efficacy benchmarks for training. In this context, the Training and Operations Training Procedure should be noted, which applies to all company functions and personnel. It describes the operating model used for training, making explicit the operating mechanism and organisational ownership of training and operating training, with the aim of guaranteeing efficacy, efficiency and conformity in results, by introducing organisational and control measures which are also relevant with regards to Legislative Decree 231/01 is not established.
In 2021, training had the strategic objective of supporting the profound transformation of the company; the new service models introduced, entry into new businesses, new working methods and the increasing complexity of the situation required and continue to require a constant process of updating and developing technical and cultural skills. Poste Italiane is committed to improving the learning experience, both by introducing innovative methodologies such as “immersive learning” (combining cutting edge digital technologies with traditional relationship dynamics) and gaming training techniques, which enrich the employee’s experience, as well as by developing the e-learning platform that allows for simplified access to all training content.
Additionally, Poste Italiane has enhanced and enriched the content in the Open Learning Area, in which over 200 courses in 14 thematic areas are available online, as well as 65 books, which can be freely accessed by the entire workforce on demand. This allows people to independently select the training they desire, under a self-development approach. As in 2020, the Group continued to make use of the Cloud Oracle HCM (Human Capital Management) platform to support the training process.
Over 6 million training hours were provided in 2021. Generally, to meet the various training needs that come from the Group’s business, dedicated training courses were provided for specific targets (e.g. counter workers, postal workers, customer service representatives, sales agents) to help then acquire, consolidate and develop the technical specialist skills
for their position. Additionally, cross-cutting training courses were provided to all Group personnel, regardless of their specific position, on regulatory and behavioural aspects and on issues associated with the adoption of new tools and cultural models. Finally, Poste Italiane provided individual training courses, dedicated in particular to resources being developed, to strengthen skills which will be useful when placed in roles of greater complexity.
In 2021, provision of:
- 33,200 hours of managerial training
- 2,743,150 hours of technical-specialist training
- 3,277,800 hours of training on compliance
Average hours of training for employees by category
| Category | 2019 | 2020 | 2021 |
|---|---|---|---|
| Executives | 44 | 47 | 41 |
| Middle managers | 75 | 92 | 89 |
| Operational staff | 34 | 40 | 44 |
| Total workforce | 39 | 46 | 49 |
