The tables on this page summarise the targets set by the Group in the environmental, social, and governance areas, indicating the target deadlines, the scope of application, the baseline, and the results achieved as of 2025.
The targets presented have been defined within the framework of the broader Strategic Plan.
| Objective | Target | Area | Base year | 2025 result |
|---|---|---|---|---|
| Absolute emission reductions Scope 1 and 2* | -15% by 2030 (compared to a 2024 baseline: 151,381 tCO2e) | Poste Italiane | 2024 | New |
| Modernisation of the road fleet (3-wheel fleet) | Acquisition of 350 3-wheelers with more efficient models by 2026 | Logistics | 2025 | New |
| Use of low-emission fuels (HVO) | Maintenance in 2026 of at least 10% of HVO on the Group's HVO-enabled vehicles | Logistics | 2025 | New. Utilisation of 10% of HVO on group-enabled vehicles in 2025 |
| Use of low-emission fuels (SAF) | Maintaining annual utilisation of at least 4% of SAF on PAC fleet aircraft until 2028 | Logistics | 2025 | New. Use of 4% of SAF on PAC fleet aircraft in 2025 |
| Modernisation of the air fleet | Replacement of at least one 737-400 aircraft with a more modern and efficient aircraft by 2028 | Logistics | 2025 | New. A 737-400 type aircraft replaced with a more modern and efficient aircraft |
| Installation of charging stations for electric vehicles for use by external providers | 200 charging stations to be operational by 2026 | Logistics and Real Estate | 2024 | 200 charging stations installed and gradually being activated |
| Development of the proximity network alternative to home delivery, efficient, extensive and close to the citizen (Green Delivery) | >96% citizens with a distance of 2.5 km from a proximity point by 2028 | Logistics | 2023 | 95% |
| PuntoPoste Network Lockers | Install an additional 1,200 locker points by 2026 | Logistics | 2025 | New. 1,260 locker points installed in 2025 |
| Photovoltaics: Increase the production of GWh of renewable energy that can be used for self-consumption | +40GWh of renewable energy produced by 2026 | Real Estate | 2020 | +35 GWh |
| Introduce smart building solutions for the Group's entire physical plant | -17GWh of energy consumed by 2027 | Real Estate | 2020 | -10.5 GWh cumulative |
| Selling electricity produced entirely from renewable sources and offsetting CO2 emissions from the consumption of natural gas sold by the Group, through the use of instruments to offset these emissions (e.g. through voluntary CO2 off-setting credits) | 100% of energy sold produced 100% from renewable sources; 100% offsetting of CO2 emissions related to gas sold to retail customers | Energy | Every year | 100% of energy sold produced 100% from renewable sources in 2025; 100% offsetting of CO2 emissions related to gas sold to retail customers in 2025 |
The overall picture of Poste Italiane’s Environment (Target) - Climate change data is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Paper reduction in logistics centres | 0.59 sheets per object (s/o) per signature (relative metric) in 2025 | Logistics | 2022 | Target achieved 0.59 sheets per object (s/o) per signature (relative metric) |
| Digitisation of waybills | Completion of the waybill digitisation project by 2026 | Post offices | 2025 | New |
| Full Digital Project for Legal Value Postal Services | 12 million paper return postcards digitised near real time by 2026 | Post offices | 2025 | 5 million paper return postcards digitised near real time |
| Document dematerialisation | Completion of the document dematerialisation project by 2027 | Post offices | 2023 | Dematerialisation of a first set of forms for retail customers started |
| Reducing plastics in the business offer | Annual maintenance of packaging made of 60% recycled, recyclable and reusable material | Services | 2025 | Packaging made of 60% recycled, recyclable and reusable material was used in 2025 |
| 100% green and plastic-free packaging in retail and small business offers | Extension of the offer to all Post Offices by 2026 | Post offices | 2025 | 4,000 Post Offices enabled |
| Increasing the number of cards made of environmentally sustainable material | 20 million eco-friendly cards by 2026 | Products | 2020 | 20.4 million |
| Increase contactless transactions | 1.9 billion annual transactions by 2026 | Services | 2022 | 1.85 billion |
| Project "Scarpa vecchia fa buon gioco" (Old shoe makes good game) | 4,000 kg of safety shoes to be collected and material to be sent for recovery and reuse by 2025 | The whole country | 2024 | Over 11,000 kg of shoes recovered and sent for reuse in 2025 |
| 5,000 kg of shoes disposed of in 2026 | The whole country | 2025 | New | |
| Valori Ritrovati | Management process review and renewal of memorandum of understanding by 2025 | The whole country | 2024 | Completed the revision of the operational management process and renewed the memorandum of understanding with Caritas and other Third Sector bodies |
| Encouraging sustainable practices and circular economy through Postalo | Increase registered users +10% by 2026; Advertisement increase +20% by 2026 | Poste Italiane | 2025 | New |
The overall picture of Poste Italiane’s Environment (Target) - Circular Economy is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
Promoting the development and updating of strategic and distinctive skills, ensuring the continuous training of all Group employees | 25 million hours of training by 2028 | Poste Italiane | 2023 | 11.9 million hours of which about 5.9 million in 2025 |
| Campus Italia: dedicated training centres for Group employees | 5 training centres by 2028 | Poste Italiane | 2023 | Final phase for layout definition and technical project feasibility started |
| Development of an ethics-driven framework to support Artificial Intelligence | - Implementation of the Policy and identification of tools for overseeing the ethics-driven approach in AI processes by 2026 - 8 training initiatives by 2026 | Poste Italiane | 2023 | Delivered AI TALK Manifesto Policy Ethics Driven and online training course LabAI Ethics |
| Fostering the alliance between the corporate and educational worlds with new orientation opportunities for the younger generations (children of employees and students) also through the active involvement of corporate professionals | 40 editions by 2025 | Children of employees and students | 2023 | 73 editions |
| Gathering quanti-qualitative and experimental elements to redefine people management and development policies, taking into account intergenerational issues | Activation by 2026 of: 1 pilot initiative on an over-55 cluster, to test solutions aimed at improving the wellbeing and awareness of participants 1 awareness-raising webinar on intergenerational issues | Poste Italiane | 2025 | New |
| Strengthen nationwide caring and listening measures for employees in vulnerable and fragile situations to support their mental and motivational well-being | Nationwide activation of caring and listening services by 2025 | Poste Italiane | 2023 | Activation of the plan for mental well-being and psychological support for employees at national level |
| Promotion of Employee Resource Group (E.R.G.) activities also regarding LGBTQ+ inclusion initiatives | 2 measures/interventions carried out by 2025 | Poste Italiane | 2023 | Realisation of 5 different company measures |
| Training for Digital Accessibility and Inclusion | 1 Survey 12 Focus Groups 10 training initiatives with accessible formats/tools by 2026 | Poste Italiane | 2024 | Activity completed |
| Reduce the occupational injury frequency rate | Achieve and maintain a -2% reduction in the frequency index in the Mail, Communication and Logistics area by 2028 compared to 2024 | Poste Italiane | 2024 | The occupational injury frequency index in 2025 is at -2.74% compared to 2024 |
| Refresher training 81/08 for PCL supervisors with in-house teaching | 8 editions (max. 30 participants/edition) by 2026 | Specific targets | 2025 | New |
| PCL safe driving instructor training | 2 editions (max. 12 participants/edition) by 2026 | Specific targets | 2025 | New |
| Training campaign targeting DUPs of Post Offices that have suffered robbery and assault events in the last 3 years | 68 editions (max. 15 participants/edition) by 2027 | Specific targets | 2025 | New |
| Expanding the way user feedback on NoidiPoste app functionalities is collected | Experimental release on three functionalities of the NoidiPoste funnel app for the continuous rating survey by 2027 | Poste Italiane | 2025 | New |
| Activation of an orientation and first contact service for the prevention and management of incidents of harassment, violence and gender discrimination in the workplace | - Implementation of the service in cooperation with qualified external parties by 2027; - Issuing of company policy on the prevention and management of harassment by 2027 | Poste Italiane | 2025 | New |
| Development of a company policy for the work inclusion of people with disabilities | Formalising Inclusive Work Policy for Persons with Disabilities by 2026 | Poste Italiane | 2025 | New |
| Promote the adoption of a structured pathway to stimulate E.R.G. groups in the identification of innovative proposals | 5 innovative proposals by E.R.G. by 2026 | Poste Italiane | 2025 | New |
| Structuring a change plan for the progressive adoption of the new Inclusive Language Guidelines | At least 5 cultural awareness and change actions by 2027 | Poste Italiane | 2025 | New |
| Employee engagement plan for participation in people care and welfare programmes | Engagement of at least 200 Ambassadors dedicated to people care and welfare by 2027 | Poste Italiane | 2025 | New |
| Promoting the growth of the younger generation and raising awareness in parental relations | At least 15 initiatives for children and families by 2027 | Poste Italiane | 2025 | New |
The overall picture of Poste Italiane’s Social (Target) - People of Poste data is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Carrying out sustainability audits (ESG) aimed at defining, establishing and consolidating a supply relationship compliant with the Minimum Safeguards and capable of supporting the process of alignment to the Taxonomy of economic activities acquired from third parties by the Poste Italiane Group | 100% of the Group's qualified suppliers subject to sustainability audits by 2026 | Procurement | 2022 | Carried out nationwide audits regarding the performance and management of framework agreements entered into by Poste Italiane as a result of competitive procedures subject to public contract regulations including those relating to construction and plant works. Defined action plan for 2026. |
| Evolution of the Group's sustainable procurement model with a view to mitigating ESG risks along the supply chain, through the assessment and monitoring of the degree of sustainability of the supply chain and the definition of a roadmap in line with the evolutions of the regulatory framework and in particular the CSDD (Corporate Sustainability Due Diligence Directive). | Definition of the sustainable procurement model with a CSDD perspective by 2026 | Procurement | 2024 | Defined roadmap for initiating engagement activities of selected suppliers, including induction, listening and targeted audits |
The overall picture of Poste Italiane’s Social (Target) – Suppliers data is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Polis Project | Creation of "one-stop shops" for 6,933 Post Offices located in small municipalities by 2026 Creation of a national network of 250 co-working spaces by 2026 | Italy | 2022 | Polis: completed interventions 4,849 Coworking: completed interventions 160 |
| Increase the number of social initiatives supported by Poste Italiane in favour of disadvantaged groups, with a special focus on people in fragile conditions and young people | Support at least 20% of initiatives in the social sphere, with a focus on disadvantaged groups, people in fragile conditions and young people by 2025 | Italy | 2025 | 44% |
| Consolidate local presence through initiatives and actions involving an increasing number of territories, generating social inclusion and economic value for local communities | A 10% increase – compared to 2025 – in the number of national municipalities involved in initiatives supported by the Group | Italy | 2025 | New |
| Education: initiatives aimed at fostering the adoption of conscious and sustainable financial choices and familiarity with the opportunities offered by the digital evolution, as well as launching new dissemination strands on sustainability and business issues | Initiatives/content for citizens/customers: 150 in 2025 and 150 in 2026 | Italy | 2024 | 215 initiatives/content in 2025 |
| Definition of Corporate Accelerator with "Hub&Spoke" model to support national entrepreneurship also from a D&I perspective (start-ups, female entrepreneurs, etc.) | 4 initiatives by 2028 | Italy | 2023 | Analysis of actions to support entrepreneurship development, identification of territorial partnerships and definition of digital impact initiatives |
The overall picture of Poste Italiane’s Social (Target) – Community data is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Implementation of the framework to foster digital inclusion, promoting equal opportunities and ensuring fair and inclusive access for all | Implementation of the digital accessibility framework by 2025 | Vulnerable customers | 2023 |
|
| Increase customer experience | +10pp Net Promoter Score (value of Group customer experience) by 2028 | Customers | 2023 | 35.5 Net Promoter Score |
| Opening of online current accounts to facilitate accessibility to the product for all customers, especially those living in areas less served by the banking system or who have mobility problems* | 6% in 2026 | Customers | 2024 | 5% |
| Subscription of financial products (in addition to Accounts and savings books) online, also through dedicated promotions, to facilitate accessibility to the product by all customers, especially those living in areas less served by the banking system or who have mobility problems | 15% in 2026 | Customers | 2024 | 16% |
| Launch of new SCM (Mobile Consultant Specialist) zones with the introduction of a dual specialist figure (dynamic SCM/personal) to improve coverage of the most difficult-to-reach geographical areas | Implementation of more than 650 new SCM Zones by 2025 | Customers | 2024 | 696 SCM Zones realised |
| Maintaining products and services dedicated to the most vulnerable customer groups of the Rinnovo customers and evolution of products/ services dedicated to the most vulnerable segments of the population: Young people’s mortgage, Basic Account, mortgage repayment suspension, victims of gender-based violence, voucher for minors, super smart pension deposit, free insurance on pension withdrawals | Maintaining dedicated offers for vulnerable customers by 2025 Maintaining 100% of dedicated offers for vulnerable customers by 2025 | Vulnerable customers | 2024 | Dedicated offers for vulnerable customers maintained |
| Increase the number of contracts in Ultrabroadband technology (PosteCasa Ultrafast) with paperless activation | 122,000 activations by 2026 | Customers | 2024 | 88,063 activations |
| Launch of the Virtual SIM (e-SIM) service | Commercialisation by end 2025 | Customers | 2024 | Marketed service |
| Development and deployment of digital and paperless services in energy supply | >95% paperless contracts by 2025; >40% of digital bills and/or digital payments by 2025 | Customers | 2021 | >95% paperless contracts acquired in 2025; >40% digital bills issued in 2025 |
| Development and deployment of digital and paperless services in energy supply | >95% paperless contracts by 2026; >40% of digital bills and/or digital payments by 2026 | Customers | 2025 | New |
| Performing Disaster Recovery tests to ensure the proper functioning of the ICT platform | 2 in 2025 | Customers | 2024 | During 2025, a total of 4 DR tests were carried out compared to the 2 set as a target. Each test cycle was carried out on the 4 functions/SdG BancoPosta, PostePay, BPF SGR, PosteVita |
| Performing Disaster Recovery tests to ensure the proper functioning of the ICT platform | 4 in 2026; 4 in 2027 | Customers | 2025 | New |
| Group incident drills | 3 exercises in 2026 | Employees | 2023 | 2 exercises were carried out in 2025 |
| Cyber Security Programme | Involvement of at least 36,000 employees per campaign for at least 2 waves in 2026 | Employees | 2024 | In 2025, the 2 waves were carried out involving over 37,000 employees for each of them |
| Extension of the Integrated Anti-Fraud Platform (PIAF) to physical counter operations, with the aim of combating fraud and improving customer satisfaction | Release of the solution by the end of 2028 | Customers | 2024 | Completed the integration in PIAF of funds transfer flows from Post Office and consequently started the process of prevention and anti-fraud monitoring of instant and ordinary credit transfers and post giro |
| Expansion of the perimeter of the Integrated Anti-Fraud Platform (PIAF) with the aim of fraud prevention to protect customers of postal savings deposits and parcel logistics shipping services | Release of the solution by the end of 2028 | Customers | 2024 | Defined and agreed with BancoPosta the macro-requirements for the project to integrate postal savings operations into PIAF, outlining the scope of services to be monitored and identifying the consequent expected value of improving the performance of services provided on behalf of CDP |
| Full adoption of the GDPR provisions leading to the coverage of all data protection policy objectives | Annual review of all 14 compliance areas in the Privacy Review | Internal customers | 2024 | In the course of 2025, all 14 safeguards of the framework were strengthened and further improvement actions were addressed at Group level |
| AI-managed customer care | Maintaining at least 48% of managed self-care requests even with AI per single year until 2031; Maintaining at least 15-20% of AI-supported service activities per single year until 2031 | Customers | 2024 | 53.8% of managed self-care support requests even with AI; 10% - AI-supported service activities |
| Automation of back office processes | 85% of back office operators supported by automated digital processes by 2026; 60-65% of processes digitalised by 2027; >10% of automatic volumes by 2031 | Customers | 2024 | 85% of back office operators supported by automated digital processes; 60% of processes digitised; 1% automatic volumes |
| Financial inclusion of specific target customers** | Launch of a new account offer for digital customers by 2027; Launch of a new service offer dedicated to the senior target group by 2027 | Customers | 2024 | In 2025, in-depth tables were set up to prepare offers on ad hoc targets |
| Launch of a new current account offer | Release of new current account offer by 2027 | Customers | 2025 | In-depth discussions are underway to restart activities |
| Know Your Customer project, aimed at identifying customers operating on digital and physical channels and thus containing the risk of identity theft | Release of the solution by 2028 | Customers | 2025 | New |
| Antispoofing project, aimed at assessing the authenticity of customer caller numbers, to contain the risk of manipulation and deception fraud | Release of the solution by 2027 | Customers | 2025 | New |
| Acquisition in PIAF of incoming flows in order to detect and counter potential mule accounts/ fraudulent clients | Release of the solution by 2028 | Customers | 2025 | New |
| Robbery risk analysis update | 1 annual review of robbery risk by 2026 | Post Offices | 2025 | New |
| Consolidating digital inclusion by ensuring fair and inclusive access to services for all | Improving the accessibility of key services by 2026 | Vulnerable customers | 2025 | New |
| Risk management system: integrate tableau de Board with some KPIs in the ESG area, with a focus on "Social" factors, identified in line with what is represented in the Poste Italiane Group's financial statements | 4 KPIs by 2026 | BancoPosta | 2025 | New |
| Deployment of AI systems to support customer service | 100% on AI-supported service front-end by 2031 | Customers | 2025 | New |
| Measuring Social Sustainability of Customer Service (SROI) | First SROI calculation for initiatives in scope, measure consolidation and model structuring (with operating procedure and dashboard) by December 2026 | Customers | 2025 | New |
| Recognition and selection of active cycle processes to be included in a reengineering plan | 10-15% active cycle processes by 2027 | Customers | 2025 | New |
| Automation of active cycle processes | 15-20% of users by 2028 | Customers | 2025 | New |
| Creation of a central CMS (Content Management System) platform capable of enabling the governance of digital content on the different types of devices enabled on the network (e.g. Digital Showcases, Totems, Waiting Manager) | Solution realisation by 2026 | Customers | 2025 | New |
| Purchase and installation of devices to support the Digital Signage project (Showcases, Totems, Led Wall, Digital Notice Boards) in all post offices (POLIS and NO POLIS)*** | 3,000 digital signage devices installed by 2026 | Post offices | 2025 | New |
| Continuous updating on regulatory developments (e.g. DORA, NIS2, Quantum Computing, PSNC, eIDAS2, etc.) | 80% of the compliance perimeter (DORA, NIS2, PSNC, eIDAS2 etc.) by 2027 | Poste Italiane | 2025 | New |
| Extension of the provision of security services to new Business Units and group companies in the DORA, NIS2, PSNC perimeter | Extension of the provision of security services to 80% of the group's Business Units and companies in the DORA, NIS2, PSNC perimeter by 2027 | Poste Italiane | 2025 | New |
| Security Lab: performing accredited verification activities | Production of at least 5 accredited reports for the purpose of maintaining regulatory compliance of the services being audited (trust services, SPID, etc.) by 2027 | Poste Italiane | 2025 | New |
| Extending the scope of risk analysis to new Business Units and Group companies | Extension of corporate cyber risk management and mitigation to 80% of Business Units and group companies by 2027 | Poste Italiane | 2025 | New |
| Accompanying a methodology for calculating the economic quantification of cyber risk to the current methodology in place | Application of the new methodology on at least one area/process (number of areas and processes on which to apply the new methodology) by 2027 | Poste Italiane | 2025 | New |
| Extending the Group's business continuity plan management scope | Execution of at least 8 technological, organisational and institutional tests in the current year by 2027 | Poste Italiane | 2025 | New |
| ATM Cash In | Installation of 30 new ATMs for cash deposits on book and current account and for cheque deposits on the postal savings book by 2026 | Customers | 2025 | 24 ATMs installed in 2025 |
| Safety equipment and ATMs: mechatronics and TCR | Publication of management procedure by 2026 | Post offices | 2025 | New |
| Digital request for services | 2.9% of customers using the new mode compared to potential customers by 2026 | Customers | 2025 | New |
| Digital receipts | 63% of receipts posted on the notice board compared to potential receipts (dematerialisable) by 2026 | Customers | 2025 | New |
| Digitising customers (enabling/using apps) | 1 million new customers accessing P app by 2026 | Customers | 2025 | New |
The overall picture of Poste Italiane’s Social (Target) - Clients data is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Development of the Policy for Business Conduct Management (CSRD - ESRS G1 - 2) | By 2025 | Poste Italiane | 2024 | Completed preparation of the Policy for Business Conduct Management (CSRD - ESRS G1 - 2) |
| Strengthening the Internal Control System on Sustainability Reporting through the acquisition of a data collection platform and the formalisation of regulatory procedures for internal use in a risk-based perspective | By 2027 | Poste Italiane | 2024 | Finalised first phase of the implementation of the Internal Control System for Sustainability Reporting. Adoption of the IT platform for 2027 |
| Organisation of institutional meetings to illustrate the Polis Project and propose recharging stations | 6,933 meetings by 2026 | The whole country | 2025 | New |
| ESG Supply Chain | 42.5% of competitive procurement procedures with requirements and criteria in all ESG dimensions by 2026 | Procurement | 2025 | New |
The overall picture of Poste Italiane’s Governance (Target) - Business conduct data is available for download here (PDF).
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Integration of additional ESG strategies in retail funds still open for placement with a main bond component (change from Art. 6 to Art. 8 SFDR) | 2 funds by 2026 | BancoPosta Fondi SGR | 2024 | Two funds to be transformed from Art. 6 to Art. 8 SFDR identified |
| Increase the number of retail funds always open for placement that integrate a strategy - even in competition with others - that aims to control and contain carbon emissions | 2 additional funds by 2025 | BancoPosta Fondi SGR | 2024 | Activity completed |
| Maintaining 100% of investment product offerings consisting of products that promote environmental and/or social characteristics | 100% of investment products offered by 2025 | Poste Vita | 2024 | Activity completed |
| 100% of investment options that promote environmental and/or social characteristics and invest in single names with a portfolio-weighted average ESG rating equal to or higher than the methodology threshold for defining the sustainability characteristics of products | 100% investment options by 2025 | Poste Vita | 2024 | Activity completed |
| Evolution of the offer dedicated to Small Economic Operators (POE) launched at the end of 2024 (including the compulsory guarantees provided by the 2024 Budget Law - catastrophic risks) with risk pricing based on geographical coordinates | Development of offerings by 2025 | Poste Vita | 2024 | Activity completed |
| Maintaining 100% of investment product offerings consisting of investment products that promote environmental and/or social characteristics | 100% of investment products offered by 2026 | Poste Vita companies - IBIP products | 2025 | New |
| 100% of investment options that promote environmental and/or social characteristics and invest in single names with a portfolio-weighted average ESG rating equal to or higher than the methodology threshold, for the definition of the sustainability characteristics of products | 100% investment options by 2026 | Responsible investments | 2025 | New |
| Compliance with exposure limits in sensitive areas or management of any violations in line with company regulations | 100% of total assets to which the guideline for investment in sensitive sectors applies by 2026 | Responsible investments | 2025 | New |
| Expansion of indicators measuring the level of sustainability of funds dedicated to retail customers (excluding institutional funds and portfolios received under delegation) and always open for placement set up by the SGR. Responds to the policy objective to address and manage any risks to the overall performance of the portfolio, mitigate negative effects and foster positive impacts of its investments on the environment and society as a whole | 2 new indicators by 2028 | BancoPosta | 2025 | New |
The overall picture of Poste Italiane’s Governance (Target) - Sustainable finance data is available for download here (PDF).
| Energy consumption and energy mix | u.m. | 2025 | 2024 |
|---|---|---|---|
| Fuel consumption from coal and coal products | MWh | 0 | 0 |
| Fuel consumption from crude oil and petroleum products | 454,879 | 441,218 | |
| Fuel consumption from natural gas | 152,612 | 153,903 | |
| Fuel consumption from other fossil sources | 0 | 0 | |
| Consumption of electricity, heat, steam or cooling from fossil sources, purchased or acquired | 15,019 | 16,950 | |
| Total energy consumption from fossil sources | 622,510 | 612,071* | |
| Share of fossil sources in total energy consumption | % | 58 | 59 |
| Total energy consumption from nuclear sources** | MWh | 85 | 66*** |
| Share of nuclear sources in total energy consumption | % | 0.01 | 0.01 |
| Fuel consumption from renewable sources**** | MWh | 16,743 | 1,394 |
| Consumption of electricity, heat, steam and cooling from renewable sources, purchased or acquired | 416,028 | 411,749 | |
| Consumption of self-generated non-fuel renewable energy | 17,586 | 9,890 | |
| Total energy consumption from renewable sources | 450,357 | 423,032***** | |
| Share of renewable sources in total energy consumption | % | 42 | 41 |
| Total energy consumption | MWh | 1,072,952 | 1,035,168 |
| Energy intensity | High climate impact sectors | ||
|---|---|---|---|
| u.m. | Section H - Transport and Storage | ||
| 2025 | 2024 | ||
| Energy consumption* | MWh | 472,862 | 433,181 |
| Net revenue** | € | 3,948,000,000 | 3,843,000,000 |
| Energy intensity | MWh/€ | 0.00012 | 0.00011 |
| Total emissions | u.m. | 2025 | 2024 |
|---|---|---|---|
| Scope 1 emissions | |||
| Scope 1 gross emissions | tCO2e | 151,173 | 147,342 |
| Scope 1 emissions covered by regulated emissions trading schemes | % | 29 | 32 |
| Scope 2 emissions* | |||
| Scope 2 location-based gross emissions | tCO2e | 93,840 | 93,329 |
| Scope 2 market-based gross emissions | 3,709 | 4,039 | |
| Scope 3 emissions | |||
| Total Scope 3 gross indirect emissions | tCO2e | 59,038,360 | 61,279,487 |
| 1. Purchase of goods and services | 461,460 | 424,741 | |
| 2. Capital goods | 227,939 | 152,732 | |
| 3. Fuel and energy activities | 47,370 | 36,304 | |
| 4. Upstream transport | 280,504 | 258,017 | |
| 5. Waste generated by activities | 532 | 374 | |
| 6. Business Travel | 6,312 | 6,350 | |
| 7. Employee commuting | 117,335 | 87,872 | |
| 11. Use of products sold | 321,783 | 191,573 | |
| 15. Investments** | 57,575,125*** | 60,121,524**** | |
| Total emissions (location-based) | 59,283,373 | 61,520,157 | |
| Total emissions (market-based) | 59,193,242 | 61,430,868 | |
| Biogenic emissions | u.m. | 2025 | 2024 |
|---|---|---|---|
| Biogenic emissions related to direct consumption of HVO and SAF | tCO2e | 2,544 | 238 |
| Biogenic emissions related to indirect consumption of HVO and SAF | 10,396 | 0 |
| Emission intensity | u.m. | 2025 | 2024 |
|---|---|---|---|
| Total emissions (market-based) | tCO2e | 59,193,242 | 61,430,868 |
| Net revenue* | € | 13,588,000,000 | 12,927,000,000 |
| Emission intensity | tCO2e/€ (%) | 0.004356 | 0.004752 |
The overall picture of Poste Italiane’s Environment (Performance & Key Metrics 2025) - Climate change data is available for download here (PDF).
| Emissions of atmospheric pollutants | u.m. | 2025 | 2024** |
|---|---|---|---|
| Total pollutants in air* | t | 282.22 | 250.48 |
| Sulphur dioxide (SO2) | 0.28 | 0.23 | |
| Nitrogen oxides (NOx) | 127.18 | 100.71 | |
| Volatile organic compounds (VOC) | 141.67 | 138.45 | |
| Particulate Matter (PM10) | 13.09 | 11.09 |
The overall picture of Poste Italiane’s Environment (Performance & Key Metrics 2025) - Pollution data is available for download here (PDF).
| Type of material/raw material | u.m. | 2025 | 2024 |
|---|---|---|---|
| Biological | t | 45,518 | 40,224 |
| Paper | 13,047 | 14,445 | |
| Cardboard | 16,339 | 13,404 | |
| Wood | 16,132 | 12,374 | |
| Technical | 3,589 | 3,792 | |
| Plastic | 1,953 | 2,110 | |
| Inks/toners/various | 48 | 52 | |
| Glues | 10 | 12 | |
| Other | 1,578 | 1,618 | |
| Total | 49,107 | 44,016 |
| Waste by type | u.m. | 2025 | 2024 | ||||
|---|---|---|---|---|---|---|---|
| Waste generated | Waste recovered | Waste disposed of | Waste generated | Waste recovered | Waste disposed of | ||
| Paper/Cardboard | t | 23,050 | 22,940 | 110 | 20,347 | 20,343 | 3 |
| Plastic | 1,579 | 1,555 | 24 | 1,600 | 1,600 | 0 | |
| Wood | 16,864 | 16,791 | 73 | 14,828 | 14,824 | 4 | |
| Other | 12,301 | 12,136 | 165 | 10,454 | 10,329 | 124 | |
| Total | 53,794 | 53,422 | 372 | 47,228 | 47,096 | 131 | |
| Total weight of hazardous waste recovered | u.m. | 2025 | 2024 | ||
|---|---|---|---|---|---|
| On site | Off site | On site | Off site | ||
| Preparation for reuse | t | 0 | 0 | 0 | 0 |
| Recycling | 0 | 126 | 0 | 207 | |
| Other operations of recovery | 0 | 0 | 0 | 0 | |
| Total | 0 | 126 | 0 | 207 | |
| Total hazardous waste recovered | 126* | 207 | |||
| Total weight of non-hazardous waste recovered | u.m. | 2025 | 2024 | ||
|---|---|---|---|---|---|
| On site | Off site | On site | Off site | ||
| Preparation for reuse | t | 0 | 0 | 0 | 0 |
| Recycling | 0 | 53,296 | 0 | 46,889 | |
| Other operations of recovery | 0 | 0 | 0 | 0 | |
| Total | 0 | 53,296 | 0 | 46,889 | |
| Total non-hazardous waste recovered | 53,296 | 46,889 | |||
| Total weight of hazardous waste disposed of | u.m. | 2025 | 2024 | ||
|---|---|---|---|---|---|
| On site | Off site | On site | Off site | ||
| Disposal in landfill | t | 0 | 2 | 0 | 13 |
| Incineration | 0 | 0 | 0 | 0 | |
| Other type of disposal | 0 | 4 | 0 | 1 | |
| Total | 0 | 6 | 0 | 14 | |
| Total hazardous waste disposed of | 6 | 14 | |||
| Total weight of non-hazardous waste disposed | u.m. | 2025 | 2024 | ||
|---|---|---|---|---|---|
| On site | Off site | On site | Off site | ||
| Disposal in landfill | t | 0 | 361 | 0 | 63 |
| Incineration | 0 | 3 | 0 | 0 | |
| Other type of disposal | 0 | 2 | 0 | 54 | |
| Total | 0 | 366 | 0 | 117 | |
| Total non-hazardous waste disposed of | 366 | 117 | |||
| Hazardous and radioactive waste | u.m. | 2025 | 2024 |
|---|---|---|---|
| Total quantity of hazardous waste | t | 132 | 221 |
| Total quantity of radioactive waste | 0 | 0 |
The overall picture of Poste Italiane’s Environment (Performance & Key Metrics 2025) - Circular economy data is available for download here (PDF).
| Employees (Headcount) | u.m. | 2025 | 2024 | |
|---|---|---|---|---|
| Gender | Employees | Employees | ||
| Men | N. | 58,466 | 59,037 | |
| Women | 65,303 | 66,060 | ||
| Other | 0 | 0 | ||
| Not reported | 0 | 0 | ||
| Total workforce | 123,769 | 125,097 | ||
| Employees (Headcount) | u.m. | 2025 | 2024 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not reported | Total | Men | Women | Other | Not reported | Total | ||
| Number of employees | N. | 58,466 | 65,303 | 0 | 0 | 123,769 | 59,037 | 66,060 | 0 | 0 | 125,097 |
| Number of permanent employees | 54,271 | 62,406 | 0 | 0 | 116,677 | 52,728 | 62,068 | 0 | 0 | 114,796 | |
| Number of fixed-term employees | 4,195 | 2,897 | 0 | 0 | 7,092 | 6,309 | 3,992 | 0 | 0 | 10,301 | |
| Number of variable-hour employees | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| Number of full-time employees | 56,251 | 59,354 | 0 | 0 | 115,605 | 55,765 | 59,382 | 0 | 0 | 115,147 | |
| Number of part-time employees | 2,215 | 5,949 | 0 | 0 | 8,164 | 3,272 | 6,678 | 0 | 0 | 9,950 | |
| Employees | u.m. | 2025 | 2024 |
|---|---|---|---|
| Number of employees | FTE | 113,880 | 111,074 |
| Number of employee departures | 5,454 | 5,593 | |
| Employee turnover rate | % | 5 | 5 |
| Non-employees (Headcount) | u.m. | 2025 | 2024 |
|---|---|---|---|
| Number of non-employees | N. | 39 | 168 |
| Coverage rate | 2025 | 2024 | ||||
|---|---|---|---|---|---|---|
| Collective bargaining | Social dialogue | Collective bargaining | Social dialogue | |||
| Employees - EEA (for countries with > 50 emp. representing > 10% of total employees) | Employees - non EEA (estimate for regions with > 50 emp. representing > 10% of total employees) | Workplace Representation (EEA only) (for countries with > 50 emp. representing > 10% of total employees) | Employees - EEA (for countries with > 50 emp. representing > 10% of total employees | Employees - non EEA (estimate for regions with > 50 emp. representing > 10% of total employees) | Workplace Representation (EEA only) (for countries with > 50 emp. representing > 10% of total employees) | |
| 0-19% | n/a | n/a | n/a | n/a | n/a | n/a |
| 20-39% | n/a | n/a | n/a | n/a | n/a | n/a |
| 40-59% | n/a | n/a | n/a | n/a | n/a | n/a |
| 60-79% | n/a | n/a | n/a | n/a | n/a | n/a |
| 80-100%* | 100% | n/a | 100% | 100% | n/a | 100% |
| Employees | u.m. | 2025 | 2024 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not specified | Total | Men | Women | Other | Not specified | Total | ||
| Senior management employees | N. | 167 | 54 | 0 | 0 | 221 | 165 | 47 | 0 | 0 | 212 |
| Percentage | % | 76 | 24 | 0 | 0 | 100 | 78 | 22 | 0 | 0 | 100 |
| Employees* | u.m. | 2025 | 2024 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not specified | Total | Men | Women | Other | Not specified | Total | ||
| Executives | N. | 585 | 208 | 0 | 0 | 793 | 548 | 190 | 0 | 0 | 738 |
| age under 30 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | |
| age between 30 and 50 | 154 | 76 | 0 | 0 | 230 | 149 | 73 | 0 | 0 | 222 | |
| age over 50 | 431 | 132 | 0 | 0 | 563 | 399 | 117 | 0 | 0 | 516 | |
| Middle managers | 8,481 | 7,489 | 0 | 0 | 15,970 | 8,284 | 7,405 | 0 | 0 | 15,689 | |
| age under 30 | 47 | 28 | 0 | 0 | 75 | 36 | 27 | 0 | 0 | 63 | |
| age between 30 and 50 | 4,642 | 3,859 | 0 | 0 | 8,501 | 4,450 | 3,790 | 0 | 0 | 8,240 | |
| age over 50 | 3,792 | 3,602 | 0 | 0 | 7,394 | 3,798 | 3,588 | 0 | 0 | 7,386 | |
| Operational staff | 49,400 | 57,606 | 0 | 0 | 107,006 | 50,205 | 58,465 | 0 | 0 | 108,670 | |
| age under 30 | 7,654 | 5,017 | 0 | 0 | 12,671 | 8,349 | 4,989 | 0 | 0 | 13,338 | |
| age between 30 and 50 | 25,452 | 27,064 | 0 | 0 | 52,516 | 25,425 | 27,712 | 0 | 0 | 53,137 | |
| age over 50 | 16,294 | 25,525 | 0 | 0 | 41,819 | 16,431 | 25,764 | 0 | 0 | 42,195 | |
| Total | 58,466 | 65,303 | 0 | 0 | 123,769 | 59,037 | 66,060 | 0 | 0 | 125,097 | |
| Percentage of employees who received regular performance and career development reviews during the reporting period, by gender and employee category | u.m. | 2025 | 2024 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not specified | Total | Men | Women | Other | Not specified | Total | ||
| Executives | % | 100 | 100 | 0 | 0 | 100 | 100 | 100 | 0 | 0 | 100 |
| Middle managers | 98 | 99 | 0 | 0 | 98 | 99 | 99 | 0 | 0 | 99 | |
| Operational staff | 80 | 87 | 0 | 0 | 84 | 81 | 88 | 0 | 0 | 85 | |
| Total | 83 | 88 | 0 | 0 | 86 | 84 | 89 | 0 | 0 | 86 | |
| Average hours of training by gender and category of employees | u.m. | 2025 | 2024 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not specified | Total | Men | Women | Other | Not specified | Total | ||
| Hours of training provided to employees | N. | 43 | 51 | 0 | 0 | 47 | 43 | 52 | 0 | 0 | 48 |
| Hours of training provided to executives | 38 | 41 | 0 | 0 | 39 | 28 | 33 | 0 | 0 | 30 | |
| Hours of training provided to managers | 61 | 68 | 0 | 0 | 64 | 67 | 79 | 0 | 0 | 73 | |
| Hours of training provided to clerks | 41 | 49 | 0 | 0 | 45 | 40 | 49 | 0 | 0 | 45 | |
| u.m. | 2025 | 2024 | |||||
|---|---|---|---|---|---|---|---|
| Employees | Non-employees | Total | Employees | Non-employees | Total | ||
| Percentage of own workers covered by the health and safety system based on legal requirements | % | 100 | 99 | 100 | 100 | 46 | 95 |
| Number of fatalities due to occupational accidents*/ occupational diseases | N. | 3 | 0 | 3 | 3 | 2 | 5 |
| Number of recordable occupational accidents*, excluding those leading to fatalities | 5,907 | 182 | 6,089 | 5,954 | 175 | 6,129 | |
| Rate of recordable occupational accidents** | % | 33 | 14 | 32 | 33 | 18 | 33 |
| u.m. | 2025 | 2024 | |
|---|---|---|---|
| Employees | Employees | ||
| Number of cases involving occupational diseases | N. | 3 | 2 |
| Number of days lost due to accidents at work and deaths* | 195,211 | 192,958** | |
| Number of days lost due to occupational diseases* | 30 | 25 |
| u.m. | 2025 | 2024 | |||||
|---|---|---|---|---|---|---|---|
| Men | Women | Total | Men | Women | Total | ||
| Percentage of eligible employees | % | 100 | 100 | 100 | 100 | 100 | 100 |
| Percentage of employees who took parental leave of those entitled to it | 11 | 16 | 13 | 9 | 14 | 12 | |
The overall picture of Poste Italiane’s Social (Performance & Key Metrics 2025) - Our workforce data is available for download here (PDF).
| Communication and training on procedures and policies related to anti-corruption | u.m. | 2025 | 2024 |
|---|---|---|---|
| Total employees trained | N. | 103,008 | 94,625 |
| of which: | |||
| Executives | 514 | 409 | |
| Middle managers | 14,072 | 12,924 | |
| Operational staff | 88,422 | 81,292 |
| Contributions by category | u.m. | 2025 (€) | 2025 (%) | 2024 (€) | 2024 (%) |
|---|---|---|---|---|---|
| Lobbying agencies and interest representatives | € | 0 | 0% | 0 | 0% |
| Campaigns/organisations/political candidates at local, regional or national level | 0 | 0% | 0 | 0% | |
| Trade associations or tax-exempt groups (e.g. Chambers of Commerce, trade/sector associations, etc.) | 3,835,023 | 100% | 3,889,641 | 100% | |
| Other (specify) | 0 | 0% | 0 | 0% | |
| Total contributions and other expenses | 3,835,023* | 100% | 3,889,641 | 100% |
| Thematic area of interest | Role of the company | Type of recipient | Description of the company's role | Monetary contribution in 2025 (€) | Monetary contribution in 2024 (€) |
|---|---|---|---|---|---|
| Confindustria Confindustria is the main association representing manufacturing and service companies in Italy | Member/ Logistical support | Trade associations/ sector | Confindustria is the leading organisation representing industrial and service companies, and is the largest employers’ organisation in Italy. It fosters the affirmation of the company as an engine of the economic, social and civil growth of the country. To this end, it shares objectives and initiatives with national, European and international institutions, the business world, politicians and numerous other stakeholders | 3,300,000* | 3,263,286 |
| International Post Corporation (IPC) IPC supports the postal industry in developing quality improvement systems and adopting state-of-the art technologies that can drive postal operators towards innovation and ensuring that the sector remains a strategic, valuable and competitive resource in the communications landscape of the future | Member/ Logistical support | Trade associations/ sector | Membership of IPC aims to boost the evolution of the Poste Italiane Group through strategic analysis and market research aimed at intercepting new consumer trends. Thanks to advanced intelligence and specific studies on the e-commerce sector, the Poste Italiane Group aims to strengthen international cooperation, consolidating its competitive advantage in cross-border shipments. | 385,724 | 459,201 |
| PostEurop PostEurop is the trade association representing European public postal operators since 1993 | Member/ Logistical support | Trade associations/ sector | PostEurop brings added value to its members by functioning as an exchange of cooperation, communication and innovation and providing solutions to common challenges of the postal industry. PostEurop offers members interconnectivity, joint development initiatives and the opportunity to share best practices. In this respect, the Poste Italiane Group can benefit from a facilitated dialogue within the sector and from support tailored to needs, taking into account the needs of a wide range of stakeholders and multiple aspects of sustainable development. | 115,299 | 133,154 |
| SGI Europe SGI Europe (Services of General Interest Europe) is a European association representing the interests of companies and providers of services of general interest | Member/ Logistical support | Trade associations/ sector | The Poste Italiane Group’s membership of SGI Europe allows the company to actively participate in the process of transforming the postal sector as a service of general interest, promoting efficiency and operational effectiveness. SGI Europe facilitates dialogue with European institutions and stakeholders, promoting policies oriented towards social, environmental and economic sustainability. By sharing best practices and monitoring regulatory developments, the association helps to support the Poste Italiane Group in anticipating, analysing and managing the implications of ESG reporting obligations, strengthening the company’s role as a responsible actor committed to generating value for the community. | 31,000 | 31,000 |
| PUMed The Postal Union for the Mediterranean (PUMed) is a regional postal community that aims to promote the collective interests of its members, contributing to sustainable development and economic growth | Member/ Logistical support | Trade associations/ sector | This regional partnership is a significant step for the company in supporting green transformation and collaboration in the Mediterranean region. Through its active participation in PUMed, the Poste Italiane Group demonstrates its commitment to collaborate with other players in the area to address common environmental challenges and promote concrete sustainability initiatives, stimulating sustainable innovation also through the promotion of inclusive digital services. | 3,000 | 3,000 |
The overall picture of Poste Italiane’s Governance (Performance & Key Metrics 2025) - Business conduct data is available for download here (PDF).
