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 2024.
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... (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... | +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 | 100% of energy sold produced 100% from renewable sources; 100% offsetting of CO2 emissions | Energy | Every year | 100% of energy sold produced 100% from renewable sources in 2025; 100% offsetting of CO2 emissions |
| Objective | Target | Target scope | Base year | 2025 result |
|---|---|---|---|---|
| Paper reduction in logistics centres | 0.59 sheets per object (f/o) per signature (relative metric) in 2025 | Logistics | 2022 | Target achieved 0.59 sheets per object (f/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 | Professional | 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 | Professional | 2022 | 1.85 bn |
| 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 |
| Project "Scarpa vecchia fa buon gioco" (Old shoe makes good game) | 5,000 kg of shoes disposed of in 2025 | The whole country | 2025 | 5,000 kg of shoes disposed of annually until 2026 |
| 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 |
| 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 - release of the AI Verticals and AI Literacy pathways by 2024 - 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 in the workplace 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 |
| 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 |
| 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 sports and 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% |
| 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 |
| 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... | 6% in 2026 | Customers | 2024 | 5% |
| Subscription of financial products... online | 15% in 2026 | Customers | 2024 | 16% |
| Launch of new SCM (Mobile Consultant Specialist) zones... | 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... | Maintaining 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) | 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 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 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... | 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... |
| Expansion of the perimeter of the Integrated Anti-Fraud Platform (PIAF) with the aim of fraud prevention... | 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... |
| 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; 80-85% 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 (identity theft prevention) | Release of the solution by 2028 | Customers | 2025 | New |
| Antispoofing project (fraud prevention) | Release of the solution by 2027 | Customers | 2025 | New |
| Acquisition in PIAF of incoming flows (fraudulent clients detection) | 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 | Improving the accessibility of key services by 2028 | Vulnerable customers | 2025 | New |
| Risk management system: integrate tableau de Board with ESG KPIs | 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... | Solution realisation by 2026 | Customers | 2025 | New |
| Purchase and installation of devices to support the Digital Signage project (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 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 to 80% of the group's Business Units and companies by 2027 | Poste Italiane | 2025 | New |
| Security Lab: performing accredited verification activities | Production of at least 5 accredited reports 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 |
| 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 |
| Realisation of institutional meetings for co-working proposition | 250 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 |
| 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 2026 | BancoPosta Fondi SGR | 2025 | New |
| Energy consumption and energy mix | u.m. | 2025 |
|---|---|---|
| Fuel consumption from coal and coal products | MWh | 0 |
| Fuel consumption from crude oil and petroleum products | MWh | 454,879 |
| Fuel consumption from natural gas | MWh | 152,612 |
| Fuel consumption from other fossil sources | MWh | 0 |
| Consumption of electricity, heat, steam or cooling from fossil sources, purchased or acquired | MWh | 15,019 |
| Total energy consumption from fossil sources | MWh | 622,510 |
| Share of fossil sources in total energy consumption | % | 58 |
| Total energy consumption from nuclear sources | MWh | 85 |
| Share of nuclear sources in total energy consumption | % | 0.01 |
| Fuel consumption from renewable sources | MWh | 16,743 |
| Consumption of electricity, heat, steam and cooling from renewable sources, purchased or acquired | MWh | 416,028 |
| Consumption of self-generated non-fuel renewable energy | MWh | 17,586 |
| Total energy consumption from renewable sources | MWh | 450,357 |
| Share of renewable sources in total energy consumption | % | 42 |
| Total energy consumption | MWh | 1,072,952 |
| Energy intensity | u.m. | 2025 (Section H - Transport and Storage) | 2024 (Section H - Transport and Storage) |
|---|---|---|---|
| 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 |
|---|---|---|
| Scope 1 emissions | ||
| Scope 1 gross emissions | tCO2e | 151,173 |
| Scope 1 emissions covered by regulated emissions trading schemes | % | 29 |
| Scope 2 emissions*** | ||
| Scope 2 location-based gross emissions | tCO2e | 93,840 |
| Scope 2 location-based gross emissions | 3,709 | |
| Scope 3 emissions | ||
| Total Scope 3 gross indirect emissions | tCO2e | 59,038,360 |
| 1. Purchase of goods and services | 461,460 | |
| 2. Capital goods | 227,939 | |
| 3. Fuel and energy activities | 47,370 | |
| 5. Waste generated by activities | 532 | |
| 6. Business trips | 6,312 | |
| 7. Employee commuting | 117,335 | |
| 11. Use of products sold | 321,783 | |
| 15. Capital expenditure**** | 57,575,125244 | |
| Total emissions (location-based) | 59,283,373 | |
| Total emissions (market-based) | 59,193,242 | |
| Emission intensity | u.m. | 2025 |
|---|---|---|
| Total emissions (market-based) | tCO2e | 59,193,242 |
| Net revenue***** | € | 13,588,000,000 |
| Emission intensity | tCO2e/€ (%) | 0.004356 |
The overall picture of Poste Italiane’s environmental data is available for download here (PDF).
| Emissions of atmospheric pollutants | u.m. | 2025** |
|---|---|---|
Total pollutants in air* | t | 282.22 |
| Sulphur dioxide (SO2) | 0.28 | |
| Nitrogen oxides (NOx) | 127.18 | |
| Volatile organic compounds (VOC) | 141.67 | |
| Particulate Matter (PM10) | 13.09 |
The overall picture of Poste Italiane’s environmental data is available for download here (PDF).
| Waste by type | u.m. | 2025 | ||
|---|---|---|---|---|
| Waste generated | Waste recovered | Waste disposed of | ||
| Paper/Cardboard | t | 23.050 | 22,940 | 110 |
| Plastic | 1,579 | 1,555 | 24 | |
| Wood | 16,864 | 16,791 | 73 | |
| Other | 12,301 | 12,136 | 165 | |
| Total | 53,794 | 53,422 | 372 | |
| Total weight of hazardous waste recovered | u.m. | 2025 | |
|---|---|---|---|
| On site | Off site | ||
| Preparation for reuse | t | 0.00 | 0.00 |
| Recycling | 0.00 | 126 | |
| Other operations of recovery | 0.00 | 0.00 | |
| Total | 0.00 | 126 | |
| Total hazardous waste recovered | 126* | ||
| Total weight of non-hazardous waste recovered | u.m. | 2025 | ||
|---|---|---|---|---|
| On site | Off site | |||
| Preparation for reuse | t | 0.00 | 0.00 | |
| Recycling | 0.00 | 53,296 | ||
| Other operations of recovery | 0.00 | 0.00 | ||
| Total | 0.00 | 53,296 | ||
| Total non-hazardous waste recovered | 53,296 | |||
| Total weight of hazardous waste disposed of | u.m. | 2025 | ||
|---|---|---|---|---|
| On site | Off site | |||
| Disposal in landfill | t | 0.00 | 2 | |
| Incineration | 0.00 | 0.00 | ||
| Other type of disposal | 0.00 | 4 | ||
| Total | 0.00 | 6 | ||
| Total hazardous waste disposed of | 6 | |||
| Total weight of non-hazardous waste disposed | u.m. | 2025 | ||
|---|---|---|---|---|
| On site | Off site | |||
| Disposal in landfill | t | 0.00 | 361 | |
| Incineration | 0.00 | 3 | ||
| Other type of disposal | 0.00 | 2 | ||
| Total | 0.00 | 366 | ||
| Total non-hazardous waste disposed of | 366 | |||
| Hazardous and radioactive waste | u.m. | 2025 |
|---|---|---|
| Total quantity of hazardous waste | t | 132 |
| Total quantity of radioactive waste | 0 |
The overall picture of Poste Italiane’s environmental data is available for download here (PDF).
| Average hours of training by gender and category of employees | u.m. | 2025 | |||||
|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not specified | Total | |||
| Hours of training provided to employees | No. | 43 | 51 | 0 | 0 | 47 | |
| Hours of training provided to executives | 38 | 41 | 0 | 0 | 39 | ||
| Hours of training provided to managers | 61 | 68 | 0 | 0 | 64 | ||
| Hours of training provided to clerks | 41 | 49 | 0 | 0 | 45 | ||
| u.m. | 2025 | ||||
|---|---|---|---|---|---|
| Employees | Non-employees | Total | |||
| Percentage of own workers covered by the health and safety system based on legal requirements | % | 100 | 99 | 100 | |
| u.m. | 2025 | ||||
|---|---|---|---|---|---|
| Employees | Non-employees | Total | |||
| Number of fatalities* due to occupational accidents/ occupational diseases | No. | 3 | 0 | 3 | |
| Number of recordable occupational accidents**, excluding those leading to fatalities | 5,907 | 182 | 6,089 | ||
| Rate of recordable occupational accidents | % | 33 | 14 | 32 | |
| u.m. | 2025 | ||||
|---|---|---|---|---|---|
| Employees | |||||
| Number of cases involving occupational diseases | No. | 3 | |||
| Number of days lost due to accidents at work*** | 195,211 | ||||
| Number of days lost due to occupational diseases*** | 30 | ||||
| Employees (Headcount) | u.m. | 2025 | |||||
|---|---|---|---|---|---|---|---|
| Gender | Employees | ||||||
| Men | No. | 58,466 | |||||
| Women | 65,303 | ||||||
| Other | 0 | ||||||
| Not reported | 0 | ||||||
| Total workforce | 123,769 | ||||||
| Employees**** (headcount) | u.m. | 2025 | |||||
|---|---|---|---|---|---|---|---|
| Men | Women | Other | Not specified | Total | |||
| Executives | No. | 585 | 208 | 0 | 0 | 793 | |
| under the age of 30 | 0 | 0 | 0 | 0 | 0 | ||
| age between 30 and 50 | 154 | 76 | 0 | 0 | 230 | ||
| age over 50 | 431 | 132 | 0 | 0 | 563 | ||
| Middle managers | 8,481 | 7,489 | 0 | 0 | 15,970 | ||
| under the age of 30 | 47 | 28 | 0 | 0 | 75 | ||
| age between 30 and 50 | 4,642 | 3,859 | 0 | 0 | 8,501 | ||
| age over 50 | 3,792 | 3,602 | 0 | 0 | 7,394 | ||
| Operational staff | 49,400 | 57,606 | 0 | 0 | 107,000 | ||
| under the age of 30 | 7,654 | 5,017 | 0 | 0 | 12,671 | ||
| age between 30 and 50 | 25,452 | 27,064 | 0 | 0 | 52,516 | ||
| age over 50 | 16,294 | 25,525 | 0 | 0 | 41,819 | ||
| Total | 58,466 | 65,303 | 0 | 0 | 123,769 | ||
The overall picture of Poste Italiane’s social data is available for download here (PDF).
| Main actions | Scope of application | Time horizons |
|---|---|---|
| FIA Road Safety Index | Logistics | Every year |
| Online course “Business and Human Rights Protection” | Procurement | Every year |
The overall picture of Poste Italiane’s social data is available for download here (PDF).
