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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 has always placed the well-being of its employees at the centre of its interests with the aim of constantly improving their condition and that of their families.
In 2020, the Group committed to assuming greater responsibility for taking care of the well-being of the people who work in the Company, through actions aimed at consolidating the welfare system and paying increasing attention to aspects related to the protection of the fragile, reconciliation, support for the younger generations and issues of high inclusion relevance. Due to the health emergency, many of the activities carried out were reshaped and implemented online, thus experimenting with new forms of interaction and involvement of personnel throughout the country.

The interventions promoted aim to stimulate an improvement in the state of well-being of employees, allow easier living conditions and encourage better work performance. By promoting these activities, the Group aims to increase and strengthen the engagement of its personnel, which has always been considered a key element in ensuring a positive corporate climate and guaranteeing social well-being and productivity levels in line with business objectives. Over 2020, the Group strengthened its communication channels with its employees, offering a simplification of services useful for the working and everyday life of its personnel. In a context characterised by social distancing, stimulating interpersonal relationships among employees was fundamental to maintaining a high sense of corporate belonging.
 

Work-life balance

The Company identifies work-life balance as a source of well-being for its employees. With this in mind, the Group has strengthened its focus on the social and family aspect of workers, in order to support the role of parents, with an integrated action that has provided guidance for young people and support for families.

As part of the actions taken to support spatial and temporal flexibility of service and the strengthening of welfare tools that make it possible to reconcile personal and family needs with professional ones, remote working experimentation was extended to additional organisational areas, increasing employee engagement and making work processes more efficient, consistent with the Digital Transformation and Change Management programmes undertaken by the Company.

In particular, the pandemic made it necessary to implement an extraordinary acceleration of technological solutions and organizational flexibility and led the Company — through an integrated approach to the assessment and management of the risk connected to the emergency — to implement smart working across the board by reshaping work duties, reducing the presence of employees in service as much as possible and, therefore, reducing their numbers within the workplace.  
Furthermore, the Company and Trade Union Organisations have confirmed the value of agile work as a structural organisational model that allows for work-life balance and, at the same time, protects employees who are particularly vulnerable, in line with corporate productivity and with a view to a greater focus on goals and accountability for results, sharing the regulation of agile work in the Group companies which apply the National Collective Labour Agreement for non-executive staff of Poste Italiane S.p.A.
A programme was implemented to receive feedback from employees working remotely in order to outline the main factors that are useful for improving people's well-being and working efficiency, together with accompanying training plans dedicated to new ways of working.


Educational entertainment platform for the children of employees
The Company has strengthened its focus on the social and family aspect of its employees to support the parental role and launched, in October 2020, an online entertainment platform “Virtual Academy” aimed at the children of employees in the age group up to 11 years. A project that offered educational content and study support and introduced listening spaces with personalised counselling sessions for parents, run by experts in the field to deal with the daily problems of family life. In the three months of activity, the number of subscribers was over 500, distributed throughout the country, with access to content that exceeded 2,000 total uses. An educational welfare programme that valued the digital component of learning and evolved consistently with the need for restarting and actively involving families.

Parenting support
In 2020, the corporate day-care service continued at Rome and Bologna offices, dedicated to the children of the Group employees and a number of third-party users from municipal entities. The service, extended to over 90 families, following the Covid-19 pandemic and the institutional prescriptions deriving from the lockdown, had a temporary suspension from March to July, which was integrated with virtual modalities aimed at guaranteeing educational continuity in support of children's growth and family conciliation.
 

Health and prevention

During the period, a series of awareness-raising initiatives were implemented with the aim of preventing illnesses, identifying the main risk factors and good practices for a healthy lifestyle, combining these projects with the provision of free specialist national services aimed at cancer prevention at the company's premises or at external medical centres. Due to the contingent situation caused by Covid-19, the service carried out in the company offices was reorganised and reshaped in compliance with current regulations in order to ensure the safety of the population participating in the initiative.

In December 2020, the Company initiated a Covid-19 testing campaign ensuring that all employees could undergo a free swab starting 12 March 2021. Through the numerous measures adopted, Poste Italiane has confirmed its traditional vocation of being close to the territory. Every person in the Group, by adopting correct behaviour and responsibly following the instructions of the Government, collaborates and takes an active part in combating the spread of the virus and safeguarding their own lives and the lives of others, at the same time protecting the future of the Company and even more so of the country. 
 

Culture and education

Through its welfare plan, Poste Italiane Group aims to contribute to enhance an intergenerational approach, associated, where possible, with targeted analyses relating to gender, age, professional characteristics and the family status of the people involved in the initiatives. In this context, the Company develops educational and professional orientation actions dedicated to the children of employees, such as the STEAMcamp (Science, Technology, Engineering, Art and Mathematics) courses, for children aged between 11 and 15, which allow them to experience innovation and distinctive skills for the jobs of the future. The STEAMcamp online project has been designed and implemented as a workshop course aimed at developing the ability to create new worlds, design games, imagine stories and explore new realities. At the end of the experience, new "STEAMcampFamily" paths have been implemented, designed to involve not only children, but also parents, in the reflection on the professions of tomorrow and the change of the present. STEAMcamp Family had the objective of strengthening the generational "joining" processes of "parents-children" with respect to the digital gap generated by the emergence of new technologies.
 

Benefits provided to full-time employees 

Financial benefits 2018 2019 2020
  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.