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Staff welfare and wellbeing As well as leading to better working and living conditions, increasing people’s wellbeing is a prerequisite for greater loyalty, which translates into increased productive value and self-efficacy at both individual and collective levels.

The Company considers the well-being of its employees to be essential and for this reason is constantly striving to improve their conditions and those of their loved ones. In 2022, the Group increasingly considered responsibilities related to the care and well-being of people through actions aimed at consolidating the welfare system and spreading the corporate culture with initiatives for employees and their families. In addition, Poste Italiane pays increasing attention to aspects such as the personalisation of caring, reconciliation, the support and growth of the younger generations, the protection of the fragile and the strengthening of the sense of belonging and corporate identification.

Poste Italiane is committed to promoting activities that aim to improve the well-being of its employees, enabling easier living conditions and promoting better work performance. The initiatives are implemented in the process of strengthening staff engagement, as a prerequisite for the realisation of a positive corporate climate that ensures social well-being and productivity levels aligned with business objectives. The implementation of the corporate welfare system is characterised by the adoption of an integral vision of the person, which goes beyond the work dimension, capable of taking charge of the individual's experience, also in the social, family and territorial dimensions, and by increasing attention to listening to and enhancing individual contributions in a logic of greater involvement towards common and shared objectives.

Work-life balance

With regard to the Group's welfare strategy, the Company pursues the improvement of its employees' well-being by seeking a work-life balance. In line with previous years, Poste Italiane has provided orientation paths for young people and support for families, strengthening the focus on the social and family dimension of workers, also to support parenthood.

In the area of contractual welfare, the Poste Mondo Welfare programme was launched for the fourth consecutive year, implementing the trade union agreement on the performance related bonus, which allows employees, on a voluntary basis, to convert all or part of the performance bonus in welfare goods and services characterised by specific social, educational, recreational and welfare purposes. The programme provides tax benefits related to current legislation and additional company welfare credits to increase the purchasing power of employees and their families. In this regard, the welfare platform has been revamped to make it simpler and more intuitive to use, and has received - also using the listening survey published on the NoidiPoste intranet - feedback from both the previous year's subscribers and those who had not yet undertaken this experience. 

In 2022, Poste Mondo Welfare was characterised by an improvement in the employee experience, a widespread and multi-channel internal communication plan, information workshops, dedicated ambassadors, travelling promotional stands in the most staff-intensive organisational structures, and an expansion of the network of goods and services offered to promote greater awareness of the related opportunities. In addition, the benefits of the tax legislation in force were valorised, with specific reward measures relating to the recognition of additional fuel vouchers - based on the percentage of membership and use of the programme - and the reimbursement of household bills for electricity, water and gas. During the year, platform members were able to benefit from an increased economic value compared to the previous year. The programme has been so well received by the employees that it has more than doubled its membership rate compared to past editions.

Employee support programmes: Part-time work options

For many years, the Company has identified part-time work as a valid instrument of labour flexibility that enables it to meet the individual work-life balance interests of employees with the organisational needs of the company, and provides economic incentives for workers' requests to transform full-time employment into part-time work.
In addition, on the occasion of the renewal of the relevant CCNL, signed on 23 June 2021, regulations were introduced for the presentation of requests for the transformation from full-time to part-time by the workers concerned, providing for the possibility of formulating the request every six months and with reference to the specific time slots (so-called clusters) made known, from time to time, by the Company.

Agile Working

Agile Working is structurally regulated by the National Collective Labour Agreement, and the operating procedures are defined by a trade union agreement which provides for a maximum number of Agile Working days, differentiated based on the organisational structure to which the employee belongs and which can be increased based on specific personal and family situations requiring a greater commitment from the employee in terms of work-life balance.
Agile Work can be activated on a voluntary basis by signing a specific individual agreement which, in accordance with the law and the contract, regulates work performance during Agile Working days.
The ability to work under the Agile Working agreement is also available to personnel who do not have duties that can be done remotely in the event that they have to participate, via e-learning, in specific training activities identified by the Company.
In response to the growing need for flexibility and work-life balance, the Company, faced with specific personal or family needs of employees, favours access to teleworking or part-time work.


Parenting support

An important role within the Company is attributed to professionals who are parents in their private lives, for whom initiatives, policies and support services are put in place to support and reconcile private and working life. One example is the Company's decision to launch the Support for Active Parenting Policy in 2022, in order to support the role of parents and enhance gender balance, overcoming stereotypes, discrimination and prejudice in the workplace.
Poste Italiane provides crèches at its Rome and Bologna offices for the children/grandchildren of Group employees and, for a portion, for users from municipal and third-party entities as a subsidiary response to the needs of local users. The service is extended to more than 100 families with children from 3 to 36 months and an employee contribution from the company of 55% of the value of the monthly fee is provided. The objective is to guarantee a flexible educational service in relation to work pace, to combine professionalism and quality in respect of the values expressed by families. 

To strengthen the initiatives in support of active parenthood, in line with previous years, the Company continued the Lifeed project, a digital platform active since 2015 formerly known as MAAM, and activate the MultiMe®Finder programme, in order to improve awareness of the roles played in different life experiences. 

Health and prevention

With reference to initiatives aimed at fostering primary prevention and the maturation of social awareness in young people, Poste Italiane organised, in collaboration with the Veronesi Foundation, a series of informative meetings aimed at employees and their families on issues related to ethics, healthy lifestyles and scientific disclosure with content proposed from an intergenerational perspective.

In line with previous years, in order to guarantee the health of staff and the protection of the environment, post officers have been provided with uniforms bearing the green OEKO - TEX Standard 100 certification, which ensures that the product is carefully checked for ecological and health aspects. With regard to the PDA given to post officers, on the other hand, over the years, Poste Italiane has developed a new feature that allows a voluntary request for help to be sent in the event of the need for medical intervention. In this way, the device used by post officers also becomes a tool to increase safety at work through certain functions, such as the SOS function that allows, in the event of an emergency, to activate a call to the so-called "Situation Room" where a team of operators is ready to respond to distress calls. In addition, before leaving for the delivery, a reminder function is activated on the smartphone reminding the post officer of the protective equipment he must always have, such as a jacket or high-visibility waistcoat. Finally, twice a month, a pop-up reminds the postman to check the maintenance status of the vehicle and to report any service requests.

Culture and education

Poste Italiane reinforces the Company's commitment to the development of the new generations with the desire to contribute to the growth of young people through numerous initiatives for school and professional orientation and the development of soft skills for the children of employees and for young people also from vulnerable social backgrounds.

In fact, in continuity with past editions, the Group has implemented the "Next Generation" project dedicated to the children of employees and children from secondary schools in fragile territories. The programme aims to introduce young people to issues of innovation, diversity and social inclusion and to the professions of the future. In this regard, the following were realised: skills development workshops, orientation meetings in which the students also learnt how to write an effective CV and how to prepare themselves for interviews, the “Digital Creathon” with the launch of the corporate challenge and the Innovation hub. During the "Digital Creathon", the participating young people - students from schools and children of Poste Italiane employees - were able to get involved in responding to the challenge launched by Poste Italiane: “Oltre l’apparenza” (Beyond Appearance). The challenge was also degigned in line with the UN Agenda 2030 and the 10th Sustainable Development Goals (SDGs), in particular, "to reduce inequalities" and thus to empower and promote the social, economic and political inclusion of all, regardless of all forms of diversity. Hence, the idea to ask them to make a presentation and a video that, starting from their family, school and social experiences, would tell stories of marginalisation and separation and also show the way to overcome them, going "beyond appearances" and valuing each person and path.

Poste Italiane took part in the two-year "School4Life 2.0" project, discussed in detail in the previous chapters, and in the new editions of the STEAMcamp initiative, dedicated to the children of employees and their families with the aim of deepening their knowledge of STEAM subjects. STEAMcamps are able to promote innovation and the distinctive skills needed for future professions through a learning and gaming experience that stimulates confrontation with new models ranging from coding, artificial intelligence, gamification, robotics and more, whose only boundary is creativity. In 2022, new awareness-raising proposals called "Social Media Lab" were launched, focusing on the language of digital innovation, to help young people understand the evolution of identity on the Internet and to raise their awareness of online sociality.

In addition, the "Future Lab" programme for employees' children has also been strengthened with the new editions, with the aim of fostering their integration into the world of work, stimulating reflection on their personal development plan on the ability to design a study and career path. Specifically, the programme aims to bring young people closer to the world of work in a more conscious way, supporting them in their choices so that they can pursue paths in line with their skills and passions and learn about the main market trends on the professions of the future.

Finally, with a view to promoting cross-cultural exchanges, 19 scholarships abroad were awarded to deserving children of employees, supported entirely by the company. 

Benefits provided to full-time employees that are not provided to temporary or part-time employess

Financial benefits 2020 2021 2022
  Permanent contracts Flexible contracts Permanent contracts Flexible contracts Permanent contracts Flexible contracts
  Part-time Full-time Part-time Full-time Part-time Full-time Part-time Full-time Part-time Full-time Part-time Full-time
Life insurance   YES (*)   YES (*)   YES (*)   YES (*)   YES (*)   YES (*)
Health Assistance YES (**) YES   YES (*) YES(**) YES   YES (*) YES (**) YES   YES (*)
Disability and invalidity insurance   YES (*)   YES (*)   YES (*)   YES (*)   YES (*)   YES (*)
Parental leave YES (**) YES (**) YES (**) YES (**) YES (**) YES(**) YES (**) YES (**) YES (**) YES (**) YES (**) YES (**)
Pension YES (**) YES YES (**) YES YES (**) YES YES (**) YES YES (**) YES YES (**) YES

* This refers to executives.
** This refers to non-executive personnel.