SUSTAINABILITY REPORT 2012

SUSTAINABILITY REPORT

2012 Poste Italiane SpA (a sole Shareholder Company) Registered office: Viale Europa, 190 · 00144 Rome · Italy Tel. 06.59581 www.poste.it

SUSTAINABILITY REPORT 2012

SUSTAINABILITY REPORT

2012 Poste Italiane SpA (a sole Shareholder Company) Registered office: Viale Europa, 190 · 00144 Rome · Italy Tel. 06.59581 www.poste.it

sustainability report

2012

2

contents LETTER TO STAKEHOLDERS

4

METHODOLOGY

6

CORPORATE IDENTITY OUR HISTORY OUR GROUP THE ORGANISATION MISSION AND VALUES OUR STAKEHOLDERS

Stakeholder engagement initiatives Institutional partners Stakeholder communication 

strategic approach responsible management quality policies

GOVERNANCE

Corporate officers Governance model BancoPosta RFC 

9 10 12 16 17 18 20 20 24 31 34 36 41 42 43 44

3

SOCIAL SUSTAINABILITY

47 48 48 51 54 55 57 60 61 66 72 72 73 73 74 78 88 92 98 99 100 101

OUR PEOPLE Our figures

Staff turnover and recruitment Working hours Industrial relations Training Development and remuneration systems Health and safety Social initiatives for the workforce

our customers Customers

Accessibility and comfort Developing new offerings Agreements with Public Sector entities Service quality and customer satisfaction Use of technology in ensuring security and efficiency

our suppliers our community Philately

Historical archives Charitable initiatives

ENVIRONMENTAL SUSTAINABILITY

THE CHARTER OF ENVIRONMENTAL VALUES POSTEL AND POSTELPRINT’S FSC STANDARD FOR CHAIN OF CUSTODY CERTIFICATION AN ONGOING COMMITMENT: ENERGY SAVING REAL ESTATE ASSETS Energy consumption and emissions POSTE ITALIANE Spa’s fleet Energy consumption and emissions Environmental projects waste management

ECONOMIC SUSTAINABILITY

GENERATION AND DISTRIBUTION OF ADDED VALUE

105 106 107 108 108 111 114 114 117 118 123 124

IMPROVEMENT GOALS

127

CONTENT INDEX

128

GlossarY

134

sustainability report

2012

4

Letter TO STAKEHOLDERS With the Sustainability Report 2012, marking a natural evolution of the Social Report, the Poste Italiane Group brings together all the various aspects of social responsibility in one document, giving priority to the viewpoints of the various stakeholders and highlighting Poste Italiane’s relationship with the community and the environment in which it moves, works and engages every day. The link between our Company and the public, our support for the growth of businesses and cooperation with the Public Sector are written into our long history, as can be seen from the events organized to celebrate Poste Italiane’s 150th anniversary and our ongoing commitment to innovation. Awareness of our role, at the centre of the country’s social and economic life, forms the basis on which we run our business and formulate our strategies, which also aim – as is the case with any business – to generate revenue and make a profit. We look on our responsibility to take into account the interests of the community in the widest sense as an essential aspect of what we do. This is reflected in our Code of Ethics, in the fairness of relations with our suppliers and partners, and in our respect for the environment (in accordance with the Charter of Environmental Values), in keeping with an increasingly strong and coordinated commitment, including at international level, to reducing the impact of our activities on the environment. This is done through the use of innovative applications and technologies, our preference for renewable energy and initiatives designed to combat air emissions. Each day, more than a million people enter our post offices or visit our website using a tablet or smartphone in order to pay bills, transfer money or track their mail: the postal operator has played a key part in the

5

country’s growth and development since the middle of the nineteenth century and today, thanks to the adoption of new technologies and innovative solutions, it continues to have a major role in serving the community. Among other things, our Sustainability Report summarises the actions taken to improve the quality of our services and the satisfaction of our customers, monitored through dialogue and engagement with consumer associations. Poste Italiane is also committed to the welfare, training and development of the Group’s workforce. In conclusion, I believe that, taken as a whole and looked at from the point of view of our stakeholders, the activities and initiatives described in the Sustainability Report illustrate the meaning and value of what is usually referred to as “corporate social responsibility” better than any manual ever could.

sustainability report

2012

6

methodology In order to present the economic, social and environmental performances increasingly in line with the needs of our stakeholders and Global Reporting Initiative (GRI) guidelines, for the first time Poste Italiane is publishing a Sustainability Report. This marks a natural evolution of the Social Report (published every year since 2000 and available on the website at www. poste.it from 2005), whose latest edition (the Social Report 2011) was presented to Poste Italiane SpA’s Board of Directors in June 2012. The content of the Sustainability Report 2012, prepared in accordance with GRI3 guidelines, is in line with the previous year for reasons of continuity, whilst the structure has undergone a number of changes in order to reduce the size of the document, make it easier to use and focus on the key aspects of corporate social responsibility. In this regard, it should be noted that we have opted not to repeat information already made available in the 2012 Annual Report (which can be downloaded from the website), even where required by GRI guidelines. In deciding on the content of the Sustainability Report 2012 we have applied the reporting standards set out in the GRI sustainable reporting guidelines. The GRI indicators included in this year’s Social Report place the degree of compliance at level B, representing the intermediate GRI application level (out of A, B, C). Collection and processing of the financial and non-financial information needed in order to prepare the document follows a structured process, requiring the involvement of the Parent Company (Poste Italiane SpA) and Group companies, covering specific issues in the various areas of business.

7

Within each department, people are assigned responsibility for gathering, checking and processing the relevant qualitative and quantitative data. Consolidation of the data is overseen by the Administration and Control function at Corporate level. Where not specifically mentioned, the basis of preparation covers the operations of the Parent Company. The economic, financial and patrimonial data is consistent with the information provided in the Annual Report after reclassification, for the purposes of determining Added Value, which provides an indication of the Group’s indirect impact on its various stakeholders. Figures relating to energy consumption (electricity, natural gas, diesel, low sulphur fuel oil) are shown in both the respective units of measure and in gigajoules (GJ). To convert consumption into GJ and calculate CO2 emissions, the Company has used the conversion factors recommended by the International Post Corporation (IPC) as part of its international EMMS (Environmental Monitoring and Measurement System) programme, in which Poste Italiane participates. To facilitate a correct reading of the information included in the document, the tables show comparative data for the last three years. The GRI content index has been included at the end of the document, and shows the pages in the document and on the website where the information required by each performance indicator can be found. The Sustainability Report is not currently subject to external independent assurance. However, the above-mentioned description of the preparation process is proof of our commitment to reviewing our performance and evaluating potential improvements.

sustainability report

2012

8

9

corporate identity

capitolo

sustainability report

2012

10

OUR HISTORY

1862-1889

The National Postal Law is enacted in 1862. Amongst other provisions, the new legislation decrees that the postal service is to be operated as a State monopoly. 1889: the Ministry of Post and Telecommunications is created, alongside the introduction of cash on delivery, letter-cards, postal orders, and express and urgent express mail.

1917-1970

Poste Italiane accompanies the country as it develops and modernizes, playing a key role in its transformation. New services and products are launched over the years, such as the postal current account introduced in 1917. The Ministry of Communications is established in 1924, incorporating the Autonomous Post and Telegraph Agency and the entity responsible for State Telephone Services. In the 1970s a new Postal Law is passed, reforming the previous legislation and regulations governing the service.

1998-2000

1998: the economic public agency, Poste Italiane, is converted into a joint-stock company. The Company is reorganised, its infrastructure improved and new services and products launched, including, in 1999, the “Posta Prioritaria” (Priority Mail) service, offering 24-hour delivery for mail within Italy. 2000 sees the introduction of “Conto BancoPosta” (a form of current account), marking the beginning of the development of the Company’s financial services.

Corporate identity

11

2002-2007

After fifty years in the red, Poste Italiane reported its first profit in 2002, building on this performance in subsequent years and, in 2006, paying its first ever dividend. In November 2007 the Company also enters the mobile telecommunications market.

2008-2010

Poste Italiane is awarded the “Oscar for Corporate Reporting” in 2008 in recognition of the quality and transparency of its financial reporting and, in 2009, wins the “Postal Technology International Award” as the best service provider. Following on from Poste Vita, the Group’s first insurance company established in 1996, Poste Italiane enters the non-life market in 2010, with the creation of Poste Assicura SpA.

2011-2012

The Group acquires the entire share capital of Unicredit MedioCredito Centrale SpA in 2011, with the aim of facilitating access to credit for companies in southern Italy via Poste Italiane’s widespread network of post offices. BancoPosta is allocated legally ring-fenced capital. In 2012 the Company ranks 4th in the world and number 2 in Italy in the prestigious list of the World’s Most Admired Companies, drawn up by the American magazine “Fortune”. It also wins the BEA – Best Event Award in the “Technological Innovation” section for the event organised to celebrate the 150th anniversary of Poste Italiane’s foundation and is awarded the “Premio Cerchio d’oro” prize for financial innovation.

sustainability report

2012

12

OUR GROUP Over the years the Group has strongly focused on innovation and diversification of its business and, thanks partly to integration of the service platform, is now able to offer throughout Italy a huge range of value added services via a nationwide physical and virtual network. Pursuant to Legislative Decree 58/2011, Poste Italiane SpA is the provider of the Universal Postal Service for a period of 15 years as of 30 April 2011. The attention paid to innovation and intelligent use of new technologies have enabled complete transformation of the Company’s structure, aimed at making it more dynamic whilst maintaining its role of providing major infrastructure serving the country. Infrastructure that can contribute towards modernising the economy and the Public Sector, mainly thanks to its capacity to integrate various skills and thus offer products, together with traditional services – collection, payment and reporting services – in tune with the development of e-government processes. Via its post office network the Group also provides socially relevant services by enabling access to public services of an administrative and financial nature, such as the “Reti Amiche” project and the “Social Card” initiative. Following the establishment of BancoPosta RFC, the methods of measuring and presenting segment information have been revised. The new segments for the purposes of the 2012 Annual Report are: Postal and Business services, Financial services, Insurance services and Other services. ■ Postal and Business services include mail, express delivery, logistics, parcels and philately activities carried out by Poste Italiane SpA and certain subsidiaries (SDA Express Courier SpA, Postel Group, Mistral Air Srl, Consorzio Logistica Pacchi ScpA, Italia Logistica Srl, Postecom SpA, Poste Tutela SpA, PosteShop SpA, Europa Gestioni Immobiliari SpA, Poste Energia SpA), as well as the activities carried out by the various units of the Parent Company for the Other Segments in which the Group operates. The Postal and Business services segment also includes revenue deriving from activities carried out by various Poste Italiane SpA functions on behalf of BancoPosta RFC.

POSTE ITALIANE IN FIGURES An average workforce of 147 thousand

38 thousand vehicles, including over 800 electric quadricycles 13,700 post offices 7.1 million debit and credit cards throughout the country total revenue of €24 billion 9,500 flights operated by Mistral Air, providing passenger and air mail services

2.5 million PosteMobile lines

Corporate identity

13

■ Financial services include the activities carried out by BancoPosta and the subsidiaries, Banca del Mezzogiorno-MedioCredito Centrale SpA and BancoPosta Fondi SpA SGR. ■ Insurance services include the activities carried out by Poste Vita SpA (whose products are distributed through post offices) and its subsidiary, Poste Assicura SpA. ■ Other services include the activities carried out by PosteMobile SpA and the Consorzio per i Servizi di Telefonia Mobile ScpA. Furthermore, since 2010 Poste Italiane SpA has been one of the founding members and promoters of the Global Cyber Security Center Foundation, a non-profit organisation set up to promote the study of, research into and implementation of projects and initiatives regarding the security of information and communication systems.

2,015 19

340 2

71 1

350 4

1,452 12 458 5 1,001 11 279 2 839 9 1,029 9 452 4

1,098 8 978 10 446 5 503 4 174 2 493 5 186 2 673 6 Post offices Branch offices

839 12

SUSTAINABILITY REPORT

2012

14

PRINCIPAL GROUP COMPANIES

Corporate identity

sustainability report

15

2012

16

the organisation Poste Italiane SpA’s organisation breaks down into the following business and corporate functions:

Postal Services BancoPosta Private Customer

Large Account and Public Sector Marketing Postal Services Marketing and Management of Logistics Services

business functions

Purchasing Public Affairs Legal Affairs Corporate Affairs Accountancy and Control External Relations Internal Auditing



Finance Real Estate Strategic Planning Human Resources and Organisation Chief Information Office Security & Safety

corporate functions The BancoPosta, Marketing Postal Services and Marketing and Management of Logistics Services business functions are central functions with responsibility for creating, designing and managing product and service offerings, partly by coordinating the activities of certain Group companies. The functions have the following areas of responsibility: ■■ Marketing Postal Services: domestic postal products and services and integrated services; ■■ Marketing and Management of Logistics Services: domestic and international logistics products and services and international mail products and services; ■■ BancoPosta: financial products and services. The BancoPosta function is also responsible for certain operating activities linked to its area of business at a number of sites located around the country. The Philately function is responsible for the development and production of philately products. Postal Services is responsible for planning and managing the logistics process (mail and parcels) and for the supply of integrated services. The Private Customer and Large Account and Public Sector functions are the commercial channels responsible for developing and managing frontline commercial activities for all customer segments. The Private Customer function is also responsible for first level customer care. Corporate functions work closely with the Business functions in order to provide cross-functional support for the Company’s operations. A number of functions (Human Resources and Organisation, Purchasing, Internal Auditing, the Chief Information Office, Real Estate and Security and Safety) have their own local offices with responsibility for the correct operational implementation of the guidelines established by the respective central functions.

Corporate identity

17

mission and values

Honesty Transparency Confidentiality Moral integrity Impartiality Reliability Mutual respect Responsibility Fairness Loyalty

Poste Italiane’s mission is to offer high value added services, meet customer needs, leverage our key assets and contribute to Italy’s development. The vital tools for achieving these goals include use of the latest technology and the Company’s nationwide network, which enable provision of a wide range of integrated services to meet the requirements of different customer segments throughout Italy.

Due to its size and the large number of people it comes into daily contact with (the workforce, customers, suppliers), code of ethics Poste Italiane plays a leading role in the Italian economy. This has led us to draw up a number of codes of conduct to be applied by all Group companies: the Code of Ethics, setting the standards and the guidelines to be followed by staff and everyone who operates on behalf of Group companies in their relations with internal and external stakeholders; the Suppliers and Partners Code of Conduct, which has established ethical and social guidelines to be followed by all suppliers. This will become an integral part of all contracts and agreements entered into by companies and consortia forming part of the Group; the Managerial Model, a tool that defines the guiding principles to be adopted by the Company’s executives in pursuing the Group’s business objectives; the Values Charter, expressing the ideals on which everyone who works for the Group is expected to base their conduct, providing a starting point for the creation of a culture in keeping with the Company’s traditions and history; the Charter of Environmental Values, aimed at all members of the Group’s workforce, setting out the principles behind our approach to social responsibility and the related objectives.

values charter

managerial model

charter of environmental values

Customer satisfaction Trust Integration Professionalism Innovation

Ethics Commitment

Customer centred Value creation People development Integration and synergy Change management Saving Recovery - Recycling Sustainable innovation Safety

sustainability report

2012

18

our stakeholders Stakeholder relations are based on compliance with the codes adopted by the Company and are essential in managing relations with the various categories of stakeholder, taking into account the different expectations, weighing them up and integrating them within corporate strategies. The mapping of stakeholders, and key issues on which Poste Italiane intends to promote their involvement, highlights all the categories of people, authorities and institutions that play an active part in achieving the corporate mission, or who are interested in or influenced by the activities carried out and the results pursued.

Stakeholders have been classified within two broad categories: internal and external.

EXTERNAL OUR STAKEHOLDERS

WHO THEY ARE

THEIR EXPECTATIONS AND NEEDS

Customers

All end users of the Group’s services and products (people, companies, the Public Sector, other postal systems), Cassa Depositi e Prestiti

Fairness Quality Transparency Safety Reliability Efficiency Risk management Communication and information Competitiveness Accessibility

Suppliers

Companies that supply raw materials, goods and services, at national and international level

Continuity Fairness Qualification Parity

Capital providers

Banks and other parties that provide borrowed capital

Transparency Strong balance sheet

Supervisory and regulatory authorities

Court of Auditors, Ministry of Economic Development, Supervisory Authority and other institutional bodies (Bank of Italy, Consob, IVASS, Covip, Data Protection Authority, Antitrust Authority, the Communications Authority – Autorità per le Garanzie nelle Comunicazioni)

Fairness Transparency Promptness Collaboration

Corporate identity

19

INTERNAL OUR STAKEHOLDERS

WHO THEY ARE

THEIR EXPECTATIONS AND NEEDS

Our people

Staff and their representatives

Stability Fairness Mutual respect Valuing people Health and safety Equal opportunities Training Work-life balance

Shareholders

Ministry of the Economy and Finance

Transparency Fair business management Returns

OUR STAKEHOLDERS

WHO THEY ARE

THEIR EXPECTATIONS AND NEEDS

Representative associations

Consumers’ and savers’ associations, labour unions

Safety Collaboration

Institutional partners

Institutions, Associations, national and international working groups, including Confindustria, PostEurop, Social Dialogue Committee, UPU, IPC

Collaboration Partnership

Information providers

International and local newspapers

Transparency Collaboration

Community

All Italian and foreign nationals who may have contacts with Poste Italiane and be influenced by its activities, non-profit organisations (Italian and international) and cultural and philanthropic associations, local communities

Participation Support Collaboration Sharing

The environment

External environmental context (ecological and geographic), as well as future generations

Protection Development and innovation Renewable energy sources Care of the environment Responsibility towards new generations

sustainability report

2012

20

This Sustainability Report includes a description of actions and results regarding information sharing, dialogue and ongoing efforts made during 2012, which are the foundation for continuing the process of improvement and growth that has been in progress for several years.

Stakeholder engagement initiatives Engagement and responsibilisation initiatives regarding social issues in their diverse and nuanced forms (communication, surveys, dialogue and participation) have contributed to the development of our corporate culture, raising awareness of stakeholders’ actual needs and expectations and enabling the Company to improve the effectiveness of its activities and their socio-environmental impact. Initiatives in 2012 essentially focused on staff and customers. In terms of staff, the Company extended its use of online surveys, which enable us to record and measure the effectiveness of internal communication initiatives and of the services provided to staff and the degree of satisfaction they arouse. A “Surveys” section has been added to the PosteperNoi site, enabling staff to complete online surveys and look at the results. In keeping with previous years, we continued to consult our customers through customer satisfaction surveys focusing on the services provided at post offices (postal, financial, insurance and telecommunications), at Contact Centres and on complaints management. Engagement with consumer associations, on the other hand, primarily regarded conciliation procedures for the Group’s services. In confirmation of the constant attention paid by the Company to its customers and consumer issues, the fifth national roadshow, called “Talking to consumers - An understanding that brings results”, was held in 2012. This took the form of 20 meetings in all of Italy’s regional capitals. Finally, under the framework agreement signed in December 2011 by Poste Italiane’s CEO, Massimo Sarmi, and representatives of the nineteen consumers’ associations belonging to the associations’ Advisory Committee, the first 10 working groups were set up in 2012 to discuss key issues relating to the quality of the products and services on offer to customers.

Institutional partners Poste Italiane’s relationships with all institutional partners are based on constant and proactive dialogue and their ongoing involvement, in the belief that proper and productive cooperation between institutions and businesses brings benefits not only for the companies concerned, but also for the wider community.  Thanks to such relationships, conducted in a spirit of fairness, transparency and collaboration, Poste Italiane has earned a reputation as a reliable partner, providing information that, on occasion, helps the partner institution to build up an exhaustive picture of a certain issue. The Company follows regulatory developments, monitoring government policy and parliamentary legislation, presenting its views and taking part in the legislative process by submitting its own proposals for change. Poste Italiane is always willing to provide the government with information relating to parliamentary oversight and in response to requests regarding the Group, assisting local government entities and cooperating fully with requests for information to be provided at the various hearings. Given the size of the Company’s operations and the many different types of relationship at local level, all the relevant functions within the Company have a role to play in relations with local government in order to meet the expectations of the various institutions and provide a prompt response.  

Corporate identity

21

In 2012 we continued to take part in the activities of international bodies, including the Universal Postal Union (UPU), the Association of European public postal operators (PostEurop), the IPC-International Post Corporation (a cooperative association bringing together the world’s leading postal services providers), and other institutions operating at European Union level, such as the Social Dialogue Committee (SDC).

Cooperation with other postal operators 2012 saw Poste Italiane significantly develop cooperation agreements at international level, both consolidating existing relationships with overseas postal operators and international institutions and launching new initiatives with other international postal operators. Having completed the advisory phase with Russian Post, regarding implementation of a new logistics network and the reorganisation and modernisation of post offices, Poste Italiane embarked on a new cooperation agreement covering the development of hybrid mail and e-commerce in Russia. The Company continued to work with Egypt Post and PhilPost to facilitate remittances sent by immigrants, resulting in the creation of a new postal money transfer service using Eurogiros and IFS 1 in Egypt and an agreement in the Philippines for the issue of co-branded Poste Italiane and PhilPost prepaid cards in Italy. At the Conference organised by Euromed Postal, the community that brings together 15 postal operators from the countries that surround the Mediterranean, Poste Italiane signed new agreements aimed, among other things, at creating an interconnected electronic money transfer platform serving Italy and Morocco and operating Liban Post’s card management system under an outsourcing contract. Poste Italiane has entered into two important cooperation agreements with the Chinese postal operator, China Post, and with China Union Pay, the leading Chinese provider of interbank services, the former regarding a link-up of the respective e-commerce portals and the latter international money transfers by Eurogiro.

SDC (European Social Dialogue Committee for the Postal Sector) Once again in 2012 Poste Italiane played an active part in the European Social Dialogue Committee for the Postal Sector (SDC), an organisation responsible for dialogue between companies and European postal organisations. Within the “Corporate responsibility” working group, Poste Italiane contributed to the holding of a technical workshop on conclusion of the activities regarding environmental sustainability issues, as well as the discussion of the new 2013 work plan with the labour unions, which will include analysis of age management among European postal services providers, in collaboration with the “Accident prevention” and “Training and skills development” working groups. This first European benchmarking project in the postal sector jointly coordinated by employers and labour unions – following the European pension reforms that have raised the retirement age – will assess initiatives and methods regarding the management of employees over the age of 45/50 (training, internal and external mobility, healthcare and disease prevention). The “Postal sector development” working group, which aims to analyse the impact of full deregulation of the European postal sector in terms of corporate organisation, the Universal Service, social legislation and industrial relations, has implemented the project funded by the European Commission entitled “Social partners preparing for change”. This has enabled the signing of an important Joint Declaration by employers and labour organisations regarding issues analysed by the working group. The working group also submitted to the European Commission a project entitled “Developing a quality postal service in 1 The International Financial System (IFS) is a low-cost system for transferring money via the post office network, supported by the Universal Postal Union.

sustainability report

2012

22

the digital age: listening sessions of national good practices” which, over the course of three international workshops, will enable sharing of information regarding the reorganisation processes embarked on following the full deregulation of the European postal sector. The “Training and skills development” workshop, which is led by Poste Italiane, submitted to the European Commission a project entitled “Matching skills and jobs in the European postal sector: reflections of the European social partners”. The project is designed to carry out a benchmarking study on how jobs and skills intersect in the European postal sector with a view to managing change. The study will take into account “classic” postal sector jobs and skills that are undergoing radical change due to the introduction of new technologies, as well as recently introduced and developed areas of employment such as the ICT, financial and digital services sectors. The project will be carried out in 2013 and will conclude with a technical workshop involving participation by European postal sector and European Commission experts.

UPU (Universal Postal Union) In 2012 Poste Italiane participated in the 25th Universal Postal Congress held in Doha, Qatar, an event that takes place every four years and brings together delegations from 192 member countries. The Congress, which is the highest body of the Union with political and legislative functions, adopted, among other things, the Strategic Plan and activities programme for the four-year period 2013-2016. One of the strategic objectives is the sustainable development of the postal sector, to be achieved through initiatives aimed at promoting environmental awareness and social responsibility at global level. Therefore, over the next four years programmes and projects will be developed to encourage social dialogue, and promote cooperation between postal operators and staff training especially regarding the impact of postal activities on the environment, such as the construction and/or maintenance of postal buildings using technologies with low environmental impact and environmentally friendly materials, the upgrade of vehicle fleets to save energy, and provision of technologies for measuring and monitoring harmful emissions to developing countries. In this context, via the GHG Global Overview and Mitigation project, the UPU will continue to measure postal sector greenhouse gas emissions at global level and raise members’ awareness of their impact on the environment. The project will apply the principles set out in the Greenhouse Gas Inventory Standard for the postal sector, agreed with PostEurop and IPC. Since 2009 Poste Italiane has contributed to such monitoring, playing an active part in the reduction of CO2 emissions. At the Doha Congress, the UPU formally established an Emergency and Solidarity Fund which, in the event of natural disaster or war, may help support postal operators in difficulty in guaranteeing service provision to citizens. Italy was one of the main promoters of the initiative, and made a specific contribution towards the establishment of the Fund. The UPU is also actively engaged in an awareness-raising campaign on the prevention of AIDS, a social affliction that primarily affects developing countries, which provides for stepping up collaboration with relevant international organisations (the International Labour Organisation and the United Nations Environment Programme) in order to prepare training courses for postal staff regarding these matters. Finally, Poste Italiane – which has been involved in the government project aimed at reducing the cost of international remittances (the 5X5 Project, launched during the G8 in L’Aquila) since 2009, together with the Ministries of Foreign Affairs and Economic Development, the Bank of Italy and the World Bank – brought the initiative to the attention of the Congress, which officially recognised its importance by ratifying the Union’s commitment to promote adoption by members of programmes aimed at reducing such costs for migrants.

Corporate identity

23

PostEurop (Association of European Postal Operators responsible for the Universal Service) PostEurop promotes cooperation and innovation that bring added value to the European postal sector, via 5 committees and 29 working groups. The Corporate Responsibility Committee provides a forum for sharing experiences and knowledge, with a view to developing new initiatives in this field. In this context, the training, healthcare, social dialogue and environment working groups carry out activities in the field of human resources and sustainable development. In 2012 Poste Italiane made a significant contribution to the environment working group, which provides a forum to share best practices and to develop environmental sustainability projects, especially regarding “green” vehicle fleets and participation in transport policies in large urban areas, as well as carbon offset initiatives, a mechanism that enables reduction of greenhouse gas emissions through acquisition of credits issued via reduction projects and their elimination (reforestation of deforested areas, installation of wind, solar and hydro plants) or via surplus quotas of CO2 . The Group will also monitor the European Union’s regulatory and policy initiatives regarding the environmental and transport sectors, by identifying potential PostEurop initiatives that might benefit from EU funding, such as the previous GreenPost and Green Cities projects.

IPC (International Post Corporation) The International Post Corporation (IPC) 2 is a cooperative association comprising 24 of the world’s leading postal operators, which specialises in developing projects focusing on the operational and commercial aspects of postal service provision. Since 2009 environmental sustainability issues have been included in the association’s Strategic Plan via a specific programme, the Environmental Monitoring and Measurement System (EMMS), aimed at monitoring participants’ CO2 emissions and facilitating achievement of the United Nations target of a 20% reduction by 2020, compared with the 2008 figure. In 2011, 22 of the 24 members of the IPC participated in the programme, including postal operators from South Africa, Brazil and Nigeria, registering an overall reduction of 3.5% in CO2 emissions compared with the previous year, corresponding to 261,000 tonnes and more than 14% (approximately 1,187,000 tonnes) with respect to 2008, the benchmark year. The increase in the fleet of alternative fuel vehicles, which rose from 10% in 2010 to 17% in 2011, contributed to the achievement of this result. In the ambitious process of constantly refining the programme, the IPC has gradually expanded the scope of reference, managing to cover the entire value chain, by incorporating the emissions produced by the subsidiaries of member postal operators, suppliers and contractors, and by business trips and employee commuting. Starting from the GHG Protocol drawn up by PostEurop, the IPC’s EMMS programme not only involves the measurement of CO2 emissions, but also the assignment of qualitative scores to each participant, rating their emissions reduction capabilities and efficiency in managing activities designed to contain their environmental impact; the results showed a 5% improvement on the previous year. These results were achieved thanks to the introduction of internal policies and procedures regarding emissions measurement and reduction, and systems for assessing risks and opportunities relating to social responsibility and climate change, as well as the raising of staff awareness of social responsibility issues. Three years after joining the programme, Poste Italiane confirmed its ranking in the middle-upper performance bracket in terms of environmental sustainability, thus contributing to the goal of achieving a reduction of more than 6,500 tonnes of CO2 .

2 The data included relates to 2011, as the relevant international organisations normally consolidate data regarding the previous year within the first six months of the following year.

sustainability report

2012

24

Stakeholder communication Engagement and responsibilisation initiatives regarding social issues in their diverse and nuanced forms (communication, surveys, dialogue and participation) have encouraged the development of a corporate culture, thus raising awareness of stakeholders’ actual needs and expectations and enabling the Company to improve the effectiveness of its activities. The initiatives undertaken by the Group essentially regarded the people who operate within the Group and customers.

Communication with our people In 2012, in line with the major trends in the development of large companies’ internal communication systems – influenced by generational, organisational and economic changes – the Company gave priority to the use of online tools and channels compared with the more traditional forms of printed communication and the organisation of participatory events, thus helping to optimise internal processes and reduce operating costs. Important internal communication campaigns were carried out during the year to inform and involve staff regarding social policy initiatives relating to work-life balance, health and nutrition, environmental sustainability, innovation and technology (summer camps, hospitality and prevention campaigns, environmental protection initiatives).

PosteperNoi The intranet site PosteperNoi continues to play a vital role in disseminating information, tools, policies, organisational updates and new initiatives in real time. During the year the site hosted new spaces for professional communities, which facilitate knowledge sharing and encourage collaboration between working groups. The Postal Services and Private Customer communities were primarily concerned, via the creation and consolidation of collaboration spaces (blogs, forums). The use of video has continued to enable senior managers to rapidly and periodically send messages to management via the Company’s intranet, thereby meeting cost optimisation and operational efficiency targets.

MyPoste Noticeboard In 2012 internal communication was enriched with a new and exclusive communication channel between Company and staff: the MyPoste Noticeboard in the Communications with Staff section on the www.poste.it website, which has previously been used only for sending payslips and statements of income and tax paid. In addition to messages from the Personnel Department, this space includes notices regarding social policy initiatives, surveys and job postings addressed to all Poste Italiane Group company staff. The new

Corporate identity

25

online internal communication channel supports and complements the channels that are already up and running (the intranet site PosteperNoi, email, newsletters, SMS, palmtops, physical noticeboards). As it may be accessed from any point on the internet, and therefore also from home, the channel can potentially reach all employees, including those without their own IT workstation (postmen and women, counter staff, Sorting Centre staff and Call Centre staff).

Online surveys During 2012 the use of online surveys, which may be accessed via the intranet or the dedicated external website, was stepped up. The Company’s aim is to record and measure the effectiveness and satisfaction ratings of internal communication initiatives, as well as gathering feedback and satisfaction surveys on the quality of the services provided to Company staff. A “Surveys” section was also created on the intranet site PosteperNoi where in-house online surveys and the results obtained are published. In 2012 these included: ■■ a survey on the CEO’s video message aimed at measuring the effectiveness of the tool and the degree of interest in the issues dealt with, and gathering suggestions regarding other matters; ■■ a survey on the meeting between the CEO and young graduates during which 110 young men and women answered questions regarding motivation and job satisfaction. These are the first online questionnaires, accessible via the intranet or the dedicated external website, both of which are open to all the Company’s staff.

Il Gabbiano “Il Gabbiano” is a paper format communications channel aimed at all members of staff and also Ipost pensioners. Used as a complement to all the other offline and online channels, it aims to provide an overview of the socio-economic environment in which Poste Italiane operates and to keep all staff abreast of the main Company events. In 2012 a supplement entitled “The great Poste Italiane story” was published together with “Il Gabbiano”. Via historic and recent photographs, including descriptions and observations, the supplement provided an overview of the events and changes, and the modernisation process that have marked a century and a half of the Company’s operations.

Newsletters The newsletter, AziendaNews, consolidated its position in 2012. Launched at the end of 2011, AziendaNews is designed to tell all members of staff how the Company is getting on, what it is doing and why. The aim is to inform and communicate in the awareness that being correctly informed entails playing an active part in the life of the Company. AziendaNews is distributed online via the intranet portal PosteperNoi, by email, SMS and via postmen and women’s palmtop computers, and is also posted on all Company noticeboards.

CantiereValori project: from the charter to adopted behaviours Business Etiquette stems from the cantiereValori project which was created to define and share the Poste Italiane Group’s values and the behaviours associated with them, and resulted in the Poste Italiane Group’s Values Charter. The Business Etiquette project was created to raise the awareness of Poste Italiane staff regarding the right behaviours to be adopted in everyday working life, in keeping with a style centred on mutual respect and simplicity, in an awareness that good practices emerge from dialogue with other people, observation of the working environment, and shared rules. Activities were launched in 2012 to make a series of 30 video bites, each of which expresses a behaviour linked to one of the seven corporate values.

sustainability report

2012

26

Meeting with managers Marking a change with respect to the last five years, when online communication was given priority, in 2012 the Chairman and the CEO opted to meet Poste Italiane Group managers in person to talk about the Group’s results and objectives. Development strategies for the Company were mapped out, based on clarity, responsibility and collaboration, which should be the key guiding principles for Poste Italiane in offering its services, even in the highly complex environment in which it operates.

Meetings with young graduates For the ninth year running, the CEO of Poste Italiane SpA met young graduates working for the Poste Italiane Group. For several years, these meetings have provided an important opportunity for listening and for an exchange of views and dialogue between senior management and young graduates recruited by the Group, who have set out on their career development path, either at central headquarters or in the regions. The issues dealt with in 2012 included innovation as a growth factor, and collaboration within the context of corporate culture. Young people undergoing the internal graduate assessment process also participated in the meeting. The meeting was preceded by dissemination of an online questionnaire via the intranet site PosteperNoi.

Video communication Video communication was used once again in 2012 to enable senior managers to send messages to management rapidly and cut the cost of organising face-to-face meetings. During the year three video messages featuring the CEO were initially broadcast to all central and local managers, providing constant updates on Company strategies, objectives and results. Line managers also broadcast several video messages to their subordinates, which were streamed via PosteperNoi and then made available to all members of staff with access to the Company network.

Corporate identity

sustainability report

27

2012

28

Communication and consultation with customers, end users and the public The main communication tools Poste Italiane uses to contact its users, the general public and communities in general primarily consist of: the Group’s website, the large number of Contact Centres providing advice and information on Group initiatives, the social networks Facebook, Twitter and Pinterest, and the web channel YouTube.

Online transactions and communication The www.poste.it website offers a point of direct contact with customers, enabling visitors to obtain commercial and financial information relating to the Group, receive help to access all the products and services offered, file complaints or make suggestions, and use all the Group’s online services. The web distribution channel run by Postecom, a Poste Italiane Group company, via the website www.poste.it and other dedicated web portals (e.g. www.posteecommerce.it, www.poste-impresa.it, www.postepay.it, etc.) provides access to online services for around 8.5 million retail and business customers, ranking as a direct, end-to-end sales channel, and support provider for other channels. Our IT network continues to enable Poste Italiane to provide access to central and local government online services, via provision of integrated value added services (communication services, mail management, eGovernment services, tax collection) supplied via a dedicated gateway on the internet portal.

Contact Centres The activities of the “Poste Risponde” Contact Centre, which plays a key role in customer relationship management and in supporting business functions and Group companies, continued. Approximately 18.3 million contacts were handled during the year, of which more than 91% for the captive market. In addition to retail customer relationship management regarding financial, postal and internet-related matters, the main services provided in support of internal Group activities regard: assisting the post office network with enquiries regarding regulations, operations and product and service support; aftersales services and assistance to post offices regarding Poste Vita, Poste Assicura, PosteMobile; PosteShop customer care. In 2012, among other things, a service providing information and assistance regarding post office savings products and Banca del Mezzogiorno-MedioCredito Centrale loan products was also established. The two services may be accessed via two options on the freephone number 800.00.33.22 for external customers, and two options on the freephone number 800.000.160 (post office helpline) for internal customers. In addition, information and assistance regarding postal savings products may also be accessed via the freephone number 803.160 (helpline for members of the public). After-sale procedures in the financial services segment were revised in order to boost assistance to customers and post offices, and an operating unit was set up to manage the complex requirements of the financial services segment, with a view to hiving off after-sales activities from the sales channel and thereby reducing problem-solving times. Other improvement initiatives regarded rationalisation of the main freephone numbers and the setting up of a Contact Centre to assist companies (at the Genoa site).

Corporate identity

29

803.160: assistance for members of the public This service regards all Group products and services and is managed with reference to the “Quality System”, which requires analysis of customer satisfaction via ongoing surveys of service quality. It breaks down into two levels: the first level processes high volumes of traffic, providing assistance to external customers (non-specialist information on products and services; the collection, processing and registration of complaints and claims); second levels come into play for specific requests that require a high degree of specialisation in the product or service, and for dealing with claims. The service is available from 8am to 8pm, Monday to Saturday. More than 7 million contacts were handled in 2012.

186: telegram service This service entails dictation of telegrams by phone for delivery worldwide within 24 hours. This nationwide service is available every day from 7am to 11pm, including national holidays. The 186 service dealt with over 5 million contacts in 2012.

800.000.160: post office helpline This service provides assistance and information to post office staff regarding the procedures to use in order to comply with current regulations and specific problems notified by customers. In addition, the service deals with calls asking for technical assistance and reports of issues relating to environmental hygiene. The service is available from 8am to 8pm, Monday to Saturday. More than 1 million contacts were handled in 2012. In 2012, in the Express Delivery and Parcels segment, the INMAC (New Model Customer Care Engineering) project, aimed at creating customer care in line with the standards set out by leading market operators, was launched. Project activities led to the activation of a help desk phone line for post offices in October, which provides specific support to counter staff nationwide regarding parcel delivery management.

sustainability report

2012

30

Social networks 2012 marked an important stage on the path of technological development and innovation Poste Italiane embarked on some years ago. The strategic decision to open up the Company to Web 2.0 and social media to facilitate increasingly transparent, rapid and direct communication with users, has been consolidated thanks to the success of initiatives already launched and the development of new dialogue and assistance channels. Moreover, opening up to social networks has turned out to be a vital tool in building a fruitful and collaborative relationship with users who, thanks to the platforms where the Company has a presence (Facebook, Twitter, YouTube and Pinterest), may request information and receive updates in real time on all Poste Italiane Group services and activities. The creation of pages and profiles on the major social networks constitutes a vital decision for a complex enterprise like Poste Italiane which, by opening up to the interactive nature of Web 2.0, opts for transparency on a daily basis, thus accepting customers’ opinions and public debate on its offering. We aim to use all the new forms of Web 2.0 to provide transparency, accessibility and full information. Thanks to our Facebook page, created in 2010, dialogue with end users and dissemination of information about the Group’s activities, services and products, are encouraged. At the end of 2012, the page had more than 100,000 followers, confirming its role as an effective tool for information and dialogue with users, and positioning itself on a regular basis, according to independent surveys, among the most effective and rapidly accessible Facebook pages in terms of managing its users’ information requirements. The Twitter account at @PosteSpedizioni, which was activated in December 2011 to provide immediate assistance in tracking postal products, also confirmed its role as an effective online customer care tool. Twitter’s success among end users, who in growing numbers opted to access the Company via this new medium, led Poste Italiane to step up its Twitter presence. The new @WebPoste account, providing assistance with site registration, which has been up and running since July 2012, has quickly become an invaluable tool for helping users of the Twitter platform. The YouTube channel, which is an easy and entertaining way to learn about services and keep abreast of what’s new, has grown steadily, rising from 50,000 views in 2011 to more than 360,000 in 2012. These figures for 2012 also confirm Poste Italiane’s willingness to adapt to the new means of expression and codes relating to dialogue and assistance via the internet in order to keep in touch with its customers’ needs.

Corporate identity

31

STRATEGIC APPROACH For some years Poste Italiane has adopted a business model based on innovation and integration. The strategy implemented has focused on the creation of a modern integrated system of networks and platforms, capable of supporting traditional postal, financial, insurance and mobile telephony services. Sales results have “rewarded” this strategy of broad diversification of the offering: Poste Italiane is now among the key players in the various markets in which it operates. The strategic guidelines of the 2013-2015 Business Plan, whilst set against a backdrop of economic uncertainty, are aimed at maintaining revenue growth and continuing to meet the expectations of internal and external stakeholders. Indeed, the attention the Company pays to current and potential customer expectations and requirements drives the definition of its offering strategies. An essential feature of the integration strategy is the possibility of using the potential of Information and Communication Technology (ICT) to connect the various service platforms in a synergetic way and extend thee range of services offered, especially digital ones. Specifically, Poste Italiane has built: ■■ a service platform for payment systems, enhanced by the mobile infrastructure used by postmen and women, proximity payments and multi-application cards; ■■ an integrated logistics platform that tracks items in all phases of delivery, which are fully visible to customers, thus ensuring monitoring and management in real time of every item or service that is introduced into the Group’s logistics chain. The modern platforms regarding eGovernment (online services provided on behalf of the Public Sector) and eCommerce (presentation of commercial offering, payment, logistics and distribution services) are two examples of the potential offered by this integration applied to two markets with substantial growth prospects. The most significant impacts of this process regard the new relationships that Poste Italiane is establishing with the general public, companies and the Public Sector, thus serving as an interconnection between the various requirements, and providing integrated solutions and platforms. Thus relations between various parties are simplified, and public services (digital signature, certified electronic mail, online certificates, etc.) are made more accessible. The experience it has gained in developing digital technologies has also enabled Poste Italiane to identify IT security as one of the core elements in its development path. The Company has acquired important skills in the design and monitoring phases, via the setting up of the various control rooms. The corporate know-how acquired in the IT field, especially regarding data protection and security, culminated in the implementation of the Cyber Security Project, a major IT security initiative that has also seen Poste Italiane take on a leading role at international level. Indeed, the skills and knowledge acquired also enable the Company to transfer know-how to other international postal operators (with many of whom cooperation projects have been launched regarding the development of postal systems, logistics infrastructure, payment platforms and telecommunications services). According to a study carried out by Bocconi University, entitled “Innovation and diversification of public services: the case of Poste Italiane”, Poste Italiane plays an important part in the international innovation arena, as the Company is able to develop projects that generate new products for the business areas in which it operates. In the 2013-2015 Business Plan, a key role is also played by the channel strategy: the delivery network, which is unique in terms of its size and reach, has enabled a rethink of the role of postmen and women

sustainability report

2012

32

who, thanks to technological advances (use of palmtops and POS), are able to provide basic, high-tech services, and at the same time are a vehicle for the provision of services in the home or at customers’ workplaces, at times and by means that are most convenient. In line with the strategic guidelines pursued in recent years, the process of making the operating network more efficient will continue throughout the period of the 2013-2015 Business Plan, based on optimisation of the transport logistics network via reorganisation of the Sorting Centres and Priority Mail Centres. It is also intended to enhance the delivery network by reshaping the local areas with low residential density and expanding delivery services via the provision of Group products. Still within the area of communication and postal services, the strategy will also be based on strengthening customer relations regarding integrated services, and consolidating leadership in traditional postal services. Cost-cutting measures will be implemented regarding the vehicle fleet, with particular attention paid to environmental impact, including: renewal of the motorcycle fleet, improvement of the road transport network management platform and increasing the number of vehicles with low environmental impact (for example, use of electric quadricycles in old town centres and pedestrian precincts for delivery in urban areas). Process, channel and technological innovation will be deployed with a view to stepping up use of the online commercial channel in order to improve web customer management and improve the customer experience. For example, Postemailbox is the new integrated online offering for communications services that enables direct access to a range of dedicated products, primarily for professionals and consumers. Regarding financial services, during the three-year period of the Plan, it is envisaged, among other things, to boost multi-channels in relation to customer management and integration between traditional (post offices and Contact Centres) and innovative (web) channels. As previously, the organisation and human resources strategy is aimed at the enhancement and optimum use of human resources, in order to manage business growth and organisational change effectively and efficiently, in line with the need to optimise processes and reduce operating costs. Indeed, the 2013-2015 strategic guidelines relating to the human resource management process are based on stepping up monitoring of the development of staff who perform well and have high potential; actions aimed at developing the skills of key professional categories with a significant impact on the business; promotion of a widespread culture of assessment and transparency as a distinctive development feature of Poste Italiane people through the use of in-depth appraisal systems; and segmentation of the workforce, differentiated remuneration and greater emphasis on using the variable component of remuneration, in line with market benchmarks.

innovation and diversification of public services: the case of poste italiane • Poste Italiane’s increasingly diversified offering has had positive repercussions for the general public and end users, as well as for companies and Italian enterprise as a whole. • Technological and process innovation have led to excellence, not only in the postal service but also at international level in cyber security, the most advanced frontier in the global fight against cybercrime. • The development path Poste Italiane has embarked on has enabled it to grow and achieve important goals, also when compared with other European postal operators. In recent years, the Company has achieved significant results in all the sectors it has entered. Poste Italiane’s penetration of these markets has actively helped to increase competition, and the pressure exerted has had a positive impact on the well-being of consumers, not only in monetary terms but also through expansion of the range of products available in the marketplace. Bocconi Study, 2012

Corporate identity

sustainability report

33

2012

34

responsible management In 2012 the Company’s commitment to issues linked to sustainability focused on disseminating a culture of social dialogue and participation, on support for charitable initiatives and on the development of environmental safeguards, with the aim of having a positive impact on the real lives of our principal stakeholders. The offer of inclusive, high-technology services, training and the acquisition of new skills by customer-facing staff played a central role in this strategy. The economic crisis and the serious difficulties faced by the country obliged the Company to give priority to the needs of its employees. In this sense, social inclusion projects, work-life balance initiatives and, more in general, the introduction of measures to provide real support for families, with particular attention to the most deprived, were given pride of place. The Company was also engaged in consolidating the projects set up and launched in recent years, investing in the quality of relations and communication processes and implementing new partnerships to develop initiatives relating to multiculturalism. Attention was also paid to the cultural development of staff, including projects aimed at raising average skill levels and disseminating inclusive models, designed to promote development and integration. The Company took part in a range of charitable initiatives, for example supporting Save the Children, Telethon, Siticibo, food banks and people in the Emilia region following the earthquake. In 2012 the Company continued its commitment to protecting the environment by: engaging staff in issues relating to commuting to work and the reduction of CO2 emissions.

Corporate identity

35

The subsidiary, Postel, which has adopted a Social Responsibility Management System certified to the SA8000 Standard, is engaged in guaranteeing the continuity and support required: ■■ to comply and maintain compliance with the requirements established by the Standard; ■■ to comply with all the regulations governing matters covered by the Standard, above all with regard to ILO (International Labour Organisation) documentation; ■■ to ensure the periodic auditing of operations and ongoing improvements in the ethical performance of the Company and its suppliers; ■■ to implement any corrective actions deemed necessary, including changes to policies and procedures. Postel is also aware that: ■■ the workforce has a central role to play in a modern, innovative business, making it necessary to safeguard workers’ rights in order to develop their full potential; ■■ suppliers are partners not only in the provision of products and services, but also in developing socially responsible ethical behaviours; ■■ customers are key to a company’s success and their satisfaction has a crucial role to play, also in relation to the principles of Social Responsibility. The Company’s commitments and/or goals in relation to monitoring and improving its Social Responsibility Management System are: ■■ to ensure understanding and implementation of the Standard’s requirements; ■■ to improve the working conditions of its employees through organisational requirements, clearly and comprehensibly defining and communicating rules, roles, responsibilities and accountabilities, with a view to optimising the assignment of duties and bringing about a reduction in disciplinary actions; ■■ to monitor and assess suppliers in relation to SA8000; ■■ to introduce systems for stakeholder communication and dialogue; ■■ to create the right conditions for all stakeholders to take part in and contribute to improving the System’s “ethical” performance, providing appropriate opportunities for feedback regarding ethical issues and the best possible interpretation and application of the principles set out in the SA8000 Standard.

sustainability report

2012

36

quality policies The quality system Poste Italiane ascribes great importance to the quality of its services and customer protection, focusing closely on both the quality provided and customers’ perceptions. In this sense, the main initiatives regard: ■■ the quality of service provided; ■■ customer satisfaction through actions aimed at improving perceived quality; ■■ the management of customer-facing business processes. Our commitment has led us to focus on:

■■ regulatory quality by auditing and certifying the performance of regulated services; ■■ perceived quality through activation of a system designed to assess customer requirements via customer satisfaction surveys, the analysis of complaints, relations with consumer associations and operational feedback; ■■ the management of processes that have a substantial impact on provided and perceived quality via a specific system of quality indicators and action plans that raise quality and customer satisfaction levels based on the findings registered by quality indicator analysis and reporting systems. As described below, 2012 again saw the Group implement structured initiatives regarding the management of customer care and complaints, quality certification and customer satisfaction surveys.

The rationale for certification Poste Italiane launched a plan to certify the operating units throughout Italy some years ago. The plan provides for the extension of specific policies and guidelines throughout the Company, in order to ensure the adoption of behaviours allowing us to achieve excellence in the management systems used by the various areas of business, in compliance with national and international standards. The aim of the certification drive is to improve our ability to guide and manage all the activities that influence quality of service, at the same time making our operating, commercial and management processes more transparent and robust.

Corporate identity

37

Front- end services    During 2012 quality systems for front-end services primarily regarded Contact Centre services and home mail delivery. In terms of Contact Centres, 9 sites around Italy received certification of their compliance with the ISO 9001 standard for their ability to design, develop and supply CRM (Customer Relationship Management) services. The Trento-based Centralised Service Team’s customer care also received ISO 9001 certification. With regard to the quality of home mail delivery, in 2012 the ISO 9001 certification of the delivery process was confirmed in synergy with the 9 Area Logistics Offices, which provide coordination, and a further 46 Distribution Centres, in addition to the 134 of last year. The scope of certification regards the collection and home delivery of tracked and untracked mail and notification services, including by process server.

Back- office services for BancoPosta products ISO 9001 certification of the following was again confirmed in 2012: ■■ payment of bills by payment slip: ISO 9001 certification of the 4 Unified Service Automation Centres that guarantee the consistent and standardised processing of bills paid into postal current accounts; ■■ postal cheques: ISO 9001 certification of the 2 Centres in Rome and Milan that handle cheques drawn on post office and bank current accounts.

Postal Service operating units As regards operating units, the Rome Fiumicino Sorting Centre was awarded ISO 9001 certification in 2012, whilst the same certification at the other 20 Centres was confirmed, thereby enabling the entire network of Sorting Centres engaged in the provision of postal services to receive ISO 9001 certification. For all the Centres certification attests to the compliance of all product lines with the international standard: insured and registered mail, unrecorded mail (bulk, priority and business) and international mail.

sustainability report

2012

38

Service centres In terms of Public Sector services, ISO 9001 certification involved the central office and 10 local Service Centres. Certification regards the design and provision of the Poste Italiane Group’s integrated services for the management of documents in paper and electronic (dematerialised) form and data entry services, management of the issue and renewal of administrative documents, the preparation of mailings and notices, and the recording of deliveries and payments.

Environment ISO 14001 certification of the management of the fleet of vehicles used in the transport of mail by the Central 1 Area Logistics Office was again renewed in 2012, involving approximately 168 sites and 3,750 people.

Certification of the Internal Control system Having obtained quality certification from an external company in line with professional standards, during 2012 the Internal Auditing function continued to implement improvements, extending them to cover all audit activities, with the aim of strengthening the quality of the methods and procedures used in the Company’s and Group’s corporate governance. The Internal Auditing function has implemented a new approach to risk assessment and management, standardising the existing models and applications, supporting both qualitative and quantitative measurement. This approach has been extended to the Audit Universe, which represents the collection of risk management processes used by both the Parent Company and Group companies.

Corporate identity

39

The following table provides a breakdown of the departments and staff involved in certification projects in 2012: Department

No. of locations

Customer Services

9

Postal Services Central Integrated Service Operations Unit

1

No. of people involved

Standard ISO 9001 - Organisational Management System

1,224

ISO 9001 - Organisational Management System

883

Postal Services - Integrated Service Operations - Local Service Centres

10

Unified Service Automation Centre

4

ISO 9001 - Organisational Management System

595

Sorting Centres

21

ISO 9001 - Organisational Management System

9,500

Centralised Service Teams

1

ISO 9001 - Organisational Management System

26

Local Distribution Centres

180

ISO 9001 - Organisational Management System

14,300

ISO 9001 - Organisational Management System

143

Area Logistics Offices (for delivery activities)

9

Postal Services - Central Delivery Unit

1

Cheque Centres

2

Central 1 Area Logistics Office - Vehicle fleet

168

ISO 14001 - Environmental Management System

3,750

Information technologies

18

ISO 9001 - Quality Management System ISO 27001 - Information Security ISO 20000 - ICT Service Quality

1,160

SUSTAINABILITY REPORT

2012

GOVERNANCE

sustainability report

2012

42

Corporate officers board of directors1

CHAIRMAN

CEO AND GENERAL MANAGER 2

Giovanni Ialongo Massimo Sarmi

DIRECTORS Maria Claudia Ioannucci Antonio Mondardo Alessandro Rivera

BOaRD OF STATUTORY AUDITORS 3 Chairwoman: Silvana Amadori Auditors: Ernesto Calaprice, Francesco Ruscigno Alternates: Vinca Maria Sant’Elia, Giovanni Rapisarda magistrate appointed by the italian court of auditors to audit poste italiane4 Adolfo Teobaldo De Girolamo independent auditors 5 PricewaterhouseCoopers SpA

1 The Board of Directors, which was elected by the General Meeting of 21 April 2011, has a term of office of three years, which will expire on approval of the financial statements for 2013. The Board of Directors’ meeting of 6 May 2011 elected the Chief Executive Officer (CEO). 2 The appointment as General Manager was approved by the Board of Directors’ meeting of 24 May 2002. 3 The Board of Statutory Auditors was elected by the General Meeting of 4 May 2010 and has a term of office of three years, which will expire on approval of the financial statements for 2012. 4 The functions were assigned by the Council of the Presidency of the Court of Auditors, in its Resolution of 6-7 July 2010, with effect from 27 July 2010. 5 Appointed for nine years by the General Meeting of 14 April 2011, as required by Legislative Decree 39/2010.

Governance

43

Governance model Poste Italiane SpA is a wholly owned subsidiary of the Ministry of the Economy and Finance (the MEF). The governance model adopted by Poste Italiane SpA is based on the traditional separation of the functions of the Board of Directors and those of the Board of Statutory Auditors. Responsibility for auditing the Group has been assigned to an auditing firm. The Board of Directors consists of 5 members and meets once a month to examine and vote on resolutions regarding the operating performance, the results of operations, proposals relating to the organisational structure and transactions of strategic importance. The Chairman exercises the powers assigned by the Articles of Association and those assigned to him by the Board of Directors’ meeting of 6 May 2011. In compliance with the provisions of the 2008 Budget Law and subsequent amendments and additions, the Board of Directors has been given the authority by the General Meeting to grant the Chairman executive powers in respect of the following matters: communication and Government relations, international relations and legal affairs. The Chief Executive Officer (CEO) and General Manager, to whom all key departments report, has full powers for the administration of the Company across the organisational structure, with the exception of powers reserved to the Board of Directors. The Board of Statutory Auditors has 3 standing members elected by the General Meeting. Pursuant to art. 2403 of the Italian Civil Code, the Board verifies compliance with the law, the Articles of Association and with correct corporate governance principles, also verifying the adequacy of the organisational structure and administrative and accounting systems adopted by the Company and their effective functionality. In 2012 the Board of Statutory Auditors was assigned the role of the Supervisory Board required by Legislative Decree 231 of 8 June 2001. The auditing firm PricewaterhouseCoopers SpA has been appointed to audit the Company’s accounts for the period 2011-2019. The appointment was made in conformity with Legislative Decree 39/2010 (”Implementation of Directive 2006/43/EC on statutory audits of annual accounts and consolidated accounts”). In accordance with Law 259 of 21 March 1958, requiring parliamentary scrutiny of the financial management of organisations normally financed by the State, Poste Italiane SpA’s budget and financial management are controlled by the Italian Court of Auditors. The controls entail the ascertainment of the propriety and regularity of management and internal controls. The system for delegating powers entails the delegation of powers to the heads of the various functions with respect to their activities by the granting of special powers of attorney to specific persons.

sustainability report

2012

44

BancoPosta RFC The By-laws for organising and managing BancoPosta RFC have been drawn up in line with the model used by Poste Italiane and incorporate the following levels: ■■ Board of Directors ■■ CEO ■■ Head of BancoPosta ■■ Cross-functional Committee. BancoPosta RFC is managed by Poste Italiane’s Board of Directors, which has responsibility for strategic supervision and which, with regard to the ring-fence, is exclusively responsible for, among other things, establishing strategic guidelines, adopting and amending business and financial plans, and for assessing the adequacy of the organisational, administrative and accounting structure, and the functionality, efficiency and effectiveness of the internal control system. The Chairman of the Board of Directors carries out the role assigned by the Articles of Association. BancoPosta RFC is the responsibility of Poste Italiane’s Chief Executive Officer who has all powers required for the implementation of strategy and the management of BancoPosta RFC. Without prejudice to the powers assigned to the Head of BancoPosta, the CEO may avail himself of the support of BancoPosta, of Poste Italiane’s other business and corporate functions involved in operations relating to BancoPosta and of the Cross-functional Committee. The CEO delegates responsibility for BancoPosta’s operations, granting the necessary powers to the Head of BancoPosta, who has a duty to report to the Cross-functional Committee, to prepare and update internal regulations governing levels of service together with other functions, and to prepare reports, on at least a six-monthly basis, for the Board of Directors on the overall performance of the operations for which he is responsible. The Cross-functional Committee, whose permanent members are the CEO, who also acts as chairman, the Head of BancoPosta and the heads of the functions that interact with BancoPosta, provides advice and makes recommendations and coordinates BancoPosta’s operations with those of other corporate functions involved in its operations. Poste Italiane’s Board of Statutory Auditors, also with regard to the role of the Supervisory Board required by Legislative Decree 231, and Poste Italiane’s independent auditors are also responsible for carrying out the respective controls in relation to BancoPosta RFC and as required by the related regulations.

Governance

45

INTERNAL CONTROL SYSTEM Poste Italiane SpA’s internal control system consists of a body of rules, procedures and organisational structures, which aim to prevent or limit the consequences of unexpected events and enable the Company to achieve its strategic and operating objectives, comply with the relevant laws and regulations and ensure the fairness and transparency of internal and external reporting. In this context, the Internal Auditing department assists the organisation in the pursuit of its business and governance goals, supporting executives and management through its independent and objective professional contribution. The department is responsible for monitoring and making improvements to the Company’s control and risk management processes and its corporate governance. To assure the continuity and gradual strengthening of corporate governance within the Group, steps were taken in 2012 to revisit the design and functions of the internal control system. The Board of Directors’ meeting of 27 June 2012 approved “Guidelines for Poste Italiane’s Internal Auditing function” requiring, among other things, Internal Auditing to report directly to the Company’s Board of Directors for organisational and operational matters. In addition to corporate bodies and internal auditing and control functions (described above), the Manager responsible for financial reporting, appointed pursuant to Law 262/2005 by the Board of Directors, and who is also the Chief Financial Officer, is responsible for the establishment of administrative and accounting procedures and, together with the CEO, certifies their effectiveness and functionality, in addition to the accuracy and correctness of the financial reports to which the procedures refer. The position has also been created for those subsidiaries that contribute a significant share of the Group’s consolidated net assets, income and cash flows 3 . Poste Italiane SpA is also subject to controls by the institutions responsible for supervising the Group’s postal, financial and insurance activities, including the Ministry for Economic Development (which also has responsibility for policy), the Bank of Italy, the Consob, IVASS, Covip, the Data Protection Authority, the Antitrust Authority and the Communications Authority.

3 Poste Vita, SDA Express Courier and Postel, in addition to Banca del Mezzogiorno-MedioCredito Centrale which, pursuant to Legislative Decree 58/1998, is required by law to appoint a Manager responsible for financial reporting.

SUSTAINABILITY REPORT

2012

46

47

social sustainability capitolo

sustainability report

2012

48

OUR PEOPLE Poste Italiane’s staff comprise its primary and vital asset in creating value by offering services to people, companies and the Public Sector. The Company is committed to guaranteeing an agreeable and fair working environment, free of prejudice, in which all members of the workforce enjoy the same opportunities for improvement and career development.

Our figures Distribution of staff by type of contract Poste Italiane Group

Number of employees* Average for the year ended

Permanent workforce Executives Middle managers Operational staff Back-office staff Total workforce on permanent contracts Traineeships Apprenticeships Total Flexible workforce Temporary contracts Fixed-term contracts Total total permanent and flexible work

31 December 2011 734 14,853 126,470 4,367 146,424

31 December 2012 747 15,107 124,246 4,346 144,446

44 44 146,512

49 46 144,541

31 December 2011

At 31 December 31 December 2011 2012 712 764 14,829 15,284 123,889 123,434 4,048 3,494 143,478 142,976 51 48 143,577

31 43 143,050

31 December 2012

140 1,801 1,941

157 1,844 2,001

148,453

146,542

* Data expressed in full-time equivalent terms.

Poste Italiane SpA

Number of employees* Average for the year ended

Permanent workforce Executives Middle managers (A1) Middle managers (A2) Grades B, C and D Grades E and F Total workforce on permanent contracts** Traineeships Apprenticeships Total ** including: - Seconded - Suspended without pay - Seconded to Group companies Flexible workforce Temporary contracts Fixed-term contracts Total total permanent and flexible work * Data expressed in full-time equivalent terms.

At

31 December 2011 584 5,788 7,890 124,111 4,321 142,694

31 December 2012 577 5,853 7,938 121,773 4,296 140,435

14 142,708

25 140,460

17 139,652

18 138,895

13 2,077 52

10 1,904 22

12 1,864 42

9 1,736 9

31 December 2011

31 December 2012

25 1,701 1,726

32 1,737 1,769

144,434

142,229

31 December 31 December 2011 2012 556 586 5,783 5,867 7,806 8,055 121,485 120,934 4,005 3,435 139,635 138,877

Social sustainability

49

% distribution of staff by gender and grade 2011

2012

47.3%

52.7%

47.0%

53.0%

2011

■ Women ■ Men

2012

26.7%

41.4%

50.7%

73.3%

58.6%

49.3%

53.7%

46.3%

Grades Middle B, C and D Middle Senior managers managers (A2) managers (A1)

47.5%

52.5%

Grades E and F

26.1%

41.5%

50.6%

73.9%

58.5%

49.4%

46.0%

54.0%

54.0%

46.0%

Grades Middle B, C and D Middle Senior managers managers (A2) managers (A1)

■ Women ■ Men

Grades E and F

Once again in 2012 care was taken to ensure that all employees, men and women alike, are given equal treatment and access to the various positions available within the Company. Indeed, the number of women working at the Company is increasing, rising from 52.7% of the workforce in 2012 to 53.0% in 2012, although women still lag behind men in terms of access to the most senior positions: only 26.1% of senior management positions are held by women, compared with 73.9% for men, while 41.5% of grade 1 managers are women (58.5% are men). In terms of age range, 48.1% of staff are over 51 (22.4% women), while 27.6% are aged between 41 and 50, and 24.3% are under 40. 56.9% have been in service for more than 21 years, 35.0% from 6 to 20 years, and the remaining 8.1% for less than 6 years. These figures show how relations between the Company and its people are based on values of loyalty and devotion to everyday working life. Regarding educational qualifications, more women than men are university graduates (5.0% compared with 3.3%), and the same applies for high school graduates (40.5% compared with 29.4%). Finally, in terms of geographical distribution, 44.2% of staff are employed in the north of the country, 31.1% in the south and 24.7% in central Italy.

poste italiane in figures An average of 147 thousand people worked for us in 2012

376 thousand person days of training were provided 53% of staff are women The Company employs more than 11 thousand disabled people Compared with current staff with a similar grade, recruits are paid the same basic salary nationwide The National Collective Labour Contract 2010-2012 is applicable to all non-managerial staff

sustainability report

2012

50 % distribution of staff by age range* 2010 Age under 30 31-40 41-50 over 51 Total

Men 2.4 7.4 13.9 24.0 47.7

Women 2.2 11.7 19.6 18.8 52.3

2011 Total 4.6 19.1 33.5 42.8 100.0

Men 2.5 7.9 12.1 24.8 47.3

Women 2.0 12.0 18.2 20.5 52.7

2012 Total 4.5 19.9 30.3 45.3 100.0

Men 2.6 8.0 10.7 25.7 47.0

Women 2.0 11.7 16.9 22.4 53.0

Total 4.6 19.7 27.6 48.1 100.0

* Average annual figures - Permanent employees.

2011

2012

30.3% ■ ■ ■ ■

27.6%

under 30 31-40 41-50 over 51

19.9%

19.7%

45.3%

4.5%

48.1%

4.6%

% distribution of staff by length of service* 2010 Length of service 0-5 6-10 11-20 over 21 Total

2011

2012

Men

Women

Total

Men

Women

Total

Men

Women

Total

4.8 6.2 7.0 29.7 47.7

6.0 10.2 9.6 26.5 52.3

10.8 16.4 16.6 56.2 100.0

4.3 7.6 6.0 29.4 47.3

5.0 11.9 8.6 27.2 52.7

9.3 19.5 14.6 56.6 100.0

3.8 8.7 5.6 28.9 47.0

4.3 12.7 8.0 28.0 53.0

8.1 21.4 13.6 56.9 100.0

* Average annual figures - Permanent employees.

■ ■ ■ ■

2011

2012

56.6%

56.9%

0-5 6-10 11-20 over 21

14.6%

19.5%

13.6%

9.3%

8.1%

21.4%

% distribution of staff by educational qualification* 2010 Qualification University degree High school diploma Middle school diploma Primary school diploma

Total

Men

Women

2011 Total

Men

Women

2012 Total

Men

Women

Total

2.9

4.3

7.2

3.1

4.7

7.8

3.3

5.0

8.3

28.6

40.0

68.6

29.2

40.3

69.5

29.4

40.5

69.9

15.5

7.9

23.4

14.5

7.6

22.1

13.9

7.4

21.3

0.7

0.1

0.8

0.5

0.1

0.6

0.4

0.1

0.5

47.7

52.3

100.0

47.3

52.7

100.0

47.0

53.0

100.0

* Average annual figures - Permanent employees.

Social sustainability

2011

2012 69.9%

69.5% ■ ■ ■ ■

University degree High school diploma Middle school diploma Primary school diploma

51

7.8%

8.3%

0.6%

0.5% 21.3%

22.1%

% distribution of staff by geographical area* 2011

2012

44.4%

44.2%

■ North ■ Central ■ South

31.0%

24.6%

31.1%

24.7%

* Average annual figures - Permanent employees.

Staff turnover and recruitment Recruitment and selection procedures, both internal and those conducted in the labour market, focused on distribution channels in 2012. Specifically: ■■ the recruitment of young people to strengthen and rejuvenate front-end sales staff (post offices) continued; ■■ via a specific job posting initiative, internal staff were identified for financial promotion activities, joining other staff recruited from the external labour market; ■■ banking sector professionals were recruited to develop the lending activities of Banca del Mezzogiorno-MedioCredito Centrale; ■■ in the Private Market and Large Account and Public Sector functions, managers were recruited to take charge of the commercial development of Area Offices. Another initiative accompanied the organisational transformation of the Information Technology function entailing recruitment of new managers for key structural roles and professionals to support the operations and management of several current projects. Efforts continued in 2012 to support the development and consolidation of Group companies, especially Banca del Mezzogiorno-MedioCredito Centrale (strengthening of the Markets function), Postecom (strengthening of the Marketing function regarding the eCommerce, eGovernment and Cloud offerings) and the insurance group (consolidation of the organisational structure and the recruitment of staff with expertise in non-life products). Notwithstanding the decisions that marked recruitment policies in 2012, the Company’s use of the internal labour market is still the priority line of approach, aimed at ensuring increasing diversification and professional development opportunities.

sustainability report

2012

52

Recruitment by grade Number

2010

2011

2012

Senior managers Middle managers (A1) Middle managers (A2) Grades B, C and D Grades E and F Total workforce on permanent contracts

10 30 19 3,181 2,938 6,178

21 58 30 3,280 1,022 4,411

23 57 46 2,443 830 3,399

7

31

40

Traineeships and apprenticeships

Breakdown of recruitment during the year by grade - 2012 71.9% ■ ■ ■ ■ ■

Senior managers Middle managers (A1) Middle managers (A2) Grades B, C and D Grades E and F

1.4%

24.4% 1.7%

0.7%

The number of people leaving the Group’s employ in 2012 amounted to 3,651, down 42.3% on the previous year (6,326 in 2011). This is primarily due to the reduction in the number of staff taking advantage of the redundancy scheme, which nevertheless in 2012 accounted for approximately 80% of the total number of terminations. Other reasons for termination of employment included resignation (2.7%) and dismissal (7.8%). Termination of employment contracts Reason

2010

2011

2012

Redundancy scheme Resignation Invalidity Dismissal Attainment of age limit Death Other Total

6,271 185 310 326 66 170 92 7,420

5,198 175 163 319 49 211 211 6,326

2,892 97 143 286 0 172 61 3,651

Data is expressed in full-time equivalent terms.

Termination of employment contracts 2012

79.2% ■ ■ ■ ■ ■ ■

Redundancy scheme Resignation Invalidity Dismissal Death Other

1.7%

4.7% 7.8% 3.9%

2.7%

Social sustainability

53

Rate of turnover for permanent staff by grade* % Senior managers Middle managers (A1) Middle managers (A2) Grades B, C and D Grades E and F Total

2010

2011

2012

(3.0) 0.7 (2.1) (0.6) (29.4) (1.9)

(4.8) 1.4 (0.5) (1.8) (7.1) (1.8)

5.4 1.5 3.2 (0.5) (14.2) (0.5)

* The rate of turnover is calculated on the basis of Poste Italiane SpA’s workforce at year end.

Rate of turnover for permanent staff by grade - 2012 (14.2) ■ ■ ■ ■ ■

Senior managers Middle managers (A1) Middle managers (A2) Grades B, C and D Grades E and F

(0.5) 5.4

1.5

3.2

Turnover of staff on permanent contracts by gender %

2010

2011

2012

Men Women

(2.5) (1.3)

(2.6) (1.1)

(0.4) (0.7)

Turnover of staff on permanent contracts by gender - 2012

■ Men ■ Women

(0.7)

(0.4)

sustainability report

2012

54

Working hours Working hours are geared to operating requirements relating to service quality and customer expectations. Under the terms of contracts, the working week adds up to 36 hours, normally sub-divided into 6 or 5 days, depending on technical and operational requirements. Working days are normally Monday to Friday, with 7 hours and 12 minutes per day, and a break ranging from 30 to 60 minutes, or Monday to Saturday, with 6 hours per day. Moreover, based on operating needs, working hours may be spread over two or more daily shifts, lasting no longer than 8 hours. At At At 31 December % of 31 December % of 31 December % of Shift system 2010 workforce* 2011 workforce* 2012 workforce* Employees on rotating shifts 22,110 15.8 25,312 18.4 25,217 18.4 Employees not on shifts 117,835 84.2 112,421 81.6 111,924 81.6 - on 5-day week 21,014 15.0 66,125 48.0 70,907 51.7 - on 6-day week 96,821 69.2 46,296 33.6 41,017 29.9 Data is expressed in full-time equivalent terms. * Data refers to the workforce of Poste Italiane SpA at 31 December (excluding seconded staff, staff suspended without pay and people seconded to Group companies).

Depending on the type of work carried out, and therefore the need to guarantee a degree of flexibility, middle management benefit from a flexible daily working schedule, although still within the normal weekly working hours provided for by the National Collective Labour Contract. Employees on part-time contracts Type of contract

At At At 31 December % of 31 December % of 31 December % of 2010 workforce* 2011 workforce* 2012 workforce*

Vertical part-time

7,286

5.0

9,225

6.5

10,074

7.2

Horizontal part-time Mixed part-time

1,236 1,483

0.8 1.0

1,535 1,820

1.1 1.3

1,643 2,034

1.2 1.4

* Data refers to the average workforce of Poste Italiane SpA (permanent net of seconded staff - full-time equivalent).

Once again in 2012 the Company focused efforts on responding ever more directly to the requirements of individual members of staff and providing a personalised and precise response to the needs of those wishing to move to part-time employment. Part-time staff may opt to reduce daily working hours (horizontal part-time employment) or to work fewer days per week, month or year (vertical parttime employment). Finally, mixed part-time employment involves a combination of the two previous types. As in previous years, vertical part-time employment continued to be the most common type of contract, accounting for more than 73% of the total number of staff on part-time contracts. Hours of overtime per capita* Grade B C D E F * Average figures for Poste Italiane SpA’s workforce.

2010 28.7 20.2 18.8 13.3 6.8

2011 27.3 20.4 22.2 17.3 6.0

2012 23.2 17.4 18.2 15.3 7.7

% inc./(dec.) 2012 vs 2011 (15.0) (14.7) (18.0) (11.6) 28.3

Social sustainability

55

Industrial relations In 2012 industrial relations at Poste Italiane primarily entailed negotiations with labour unions on the following matters: ■■ Reorganisation of the Private Customer function: on 12 December discussion of the new organisational model for the network concluded with the drawing up of an agreement, as mentioned in the section on “Organisation”. Among other things, this resulted in a new classification model for post offices that is able to meet various customer requirements, taking advantage of future market developments by switching from a transaction-based approach to one based more on building relations. ■■ Election of new amalgamated trade union representatives: the necessary procedures for electing new trade union representatives were completed, following expiry of the previous term at the end of 2011. Elections were held on 13 and 14 November, following a review of the elections protocol. The new trade union representatives will hold office for a three-year period from 1 January 2013. ■■ Consolidation of the conditions of employment of staff formerly employed on fixed-term contracts and temporary and contract staff: two agreements were signed with the labour unions on 18 May 2012, offering stable employment to people working in the Company subsequent to a provisional favourable court decision. The agreement relates, as in the past, to temporary and, for the first time, contract employees. Similar to past agreements, an employee desiring to take advantage of the new arrangements keeps his or her job and returns amounts received from the Company under the court order. The application deadline, originally set for 1 October 2012, was extended to 31 January 2013 to give staff concerned by the agreement more time to take advantage of the new arrangements. ■■ Renewal of performance bonuses: the negotiations started in May 2012, relating to the structure of the performance bonus for the three-year period 2011-2013, were completed on 12 June 2012 with the signature of an agreement for the payment to employees of the final instalment of the 2011 bonus in June. The bonus is structured in such a way as to reward, depending on the organisational unit concerned, employees’ contributions to the Company’s results. The most important aspect of the new bonus system is the shift of the weight of overall national performance to local performance from 65%-35% to 60%-40%, through the setting of specific targets which measure the actual contribution of individual organisation units. Further amendments were introduced with the subsequent agreement of 7 December which, for 2012 and 2013, superseded the previous mechanism that rewarded regular work attendance and increased the unit value of the bonus by an average of €50 for those years.

sustainability report

2012

56

■■ Solidarity Fund: in December 2012 the Company and the labour unions signed an agreement designed to request the competent bodies of the Ministry of Labour to provide INPS with directions that would enable the provisions that so far have been allocated for ordinary service to be freed up, in order to finance professional training and retraining programmes for staff. At the same time, a joint Technical Committee was established, to start operating in January 2013, which will be assigned the task of bringing the Solidarity Fund regulations into line with new legislation deriving from Law 92 of 28 June 2012, commonly known as the Labour Market Reform. ■■ Reorganisation of Postal Services: the plans were explained to the unions for a reorganisation of the segment to improve service efficiency and quality, in line with market dynamics. At the same time, as mentioned in the section on “Organisation”, a specific Technical Committee was established, comprising both Company and labour union experts, which investigated all the technical and organisational aspects of the Postal Services reorganisation process, and completed its work in December 2012. The outcomes of the Committee’s efforts provide the starting point for the negotiation phase beginning in January 2013. The key role played by dialogue with the labour unions in Poste Italiane’s industrial relations system is also borne out by the high level of labour union membership among the workforce, which stood at 89% at 31 December 2012 (88% at 31 December 2011). Strike actions in 2012 primarily regarded overtime and additional hours.

Bilateral Agencies The activities of all the Bilateral Agencies continued in 2012, in line with the National Collective Labour Contract guideline that identifies participation in the various levels and venues of the industrial relations system as a method for achieving overall improvement in workplace quality and the working environment, as well as common objectives regarding Company development and conflict prevention. In particular, through the conduct of technical studies, the Ente Bilaterale per la Formazione e Riqualificazione del Personale (the Bilateral Agency for Staff Training and Retraining) supported the presentation and activation of around 8 projects and the drawing up of 21 agreements that enabled access to funding granted by Fondimpresa. The activities of the Organismo Paritetico Nazionale (Joint National Body) included the launch of a national consultation procedure to appoint the new Prevention and Protection Service Manager, and an update of the risk assessment document regarding work-related stress, electromagnetic fields and artificial optical radiation.

Equal opportunities In line with Company policies aimed at paying attention to gender differences and work-life balance, the National Equal Opportunities Committee has continued to seek out positive actions aimed at achieving parity between men and women and promoting gender equality in the workplace.

Social sustainability

57

Labour disputes The number of labour disputes registered an overall decrease in 2012. In 2012 the number of labour disputes notified to the Company regarding fixed-term contracts fell from 4,761 in 2011 to 3,452 in 2012, a decrease of 27.5%. The percentage of cases lost also registered a reduction: regarding appeals filed in the previous year and pending decision, the percentage of unfavourable outcomes for the Company was halved, standing at around 16%, compared with the 34% registered in 2011. If the number of cases lost with respect to all 2012 outcomes is analysed without taking account of the year of notification, the figure stands at 27%. Regarding flexible work (temporary and contract work), 210 appeals were lodged compared with the 293 registered in 2011, thus confirming the gradual decline in this type of dispute, while the percentage of cases lost stood at 39% (around 44% at 31 December 2011). If the number of cases lost with respect to all 2012 outcomes is analysed without taking account of the year of notification, the figure stands at 48%. Finally, the number of disputes arising from new contractual terms and conditions is still at normal levels, given the number of staff employed, and registered a reduction with respect to the previous year: 1,663 disputes in 2012, compared with 1,846 in 2011.

Training Training activities were aimed at supporting business, customer relations management, also regarding legal aspects, and supporting organisational changes. An important innovation saw the introduction of the “Internal Company Training Catalogue”, including a wide range of solutions for the various professions present within the Company, aimed at providing a prompt and steadfast response to behavioural, managerial, legal and specialised technical training requests. A total of 1.4 million participations were registered, entailing provision of 376 thousand person days of training, of which 281 thousand in the classroom (75%) and 95 thousand through e-learning (25%). Classroom courses (person days)

Year ended 31 December 2011 Grades B-C-DE-F

Middle managers

(A1 and A2) Executives

Year ended 31 December 2012 Total

Grades Middle B-C-D- managers E-F (A1 and A2) Executives

Total

36,738 710

75,264 226

4,067 456

79,596 759

203,222 140,203

53,938

31,955 239

4,329 422

454 49

154,535

47,922

765

2,144

4,486

411

7,041

1,918

3,744

Total

188,873

57,159

1,679

247,711

217,611

62,205

e-learning courses

Year ended 31 December 2011 Middle Grades B-C-Dmanagers E-F (A1 and A2) Executives Total

Postal Services Financial Services Private Customer/LAPS

Central functions

(hours)

265 77

564 194,705 340

6,002

1,246 281,062

Year ended 31 December 2012 Grades Middle B-C-D- managers E-F (A1 and A2) Executives Total

69,007 3,680 Private Customer/LAPS 1,099,141 Central functions 5,975

3,424 696 162,634 6,488

12 72,443 77,592 9 4,385 1,480 68 1,261,843 509,344 82 12,545 3,154

1,489 934 86,781 3,522

15 79,096 36 2,450 245 596,370 112 6,788

Total

1,177,803

173,242

171 1,351,216 591,570

92,726

408 684,704

163,584

24,061

Postal Services Financial Services

Total person days

24

187,669

82,163

12,879

57

95,098

sustainability report

2012

58

The main initiatives carried out in the regulatory field included continuation of the online “Banking Transparency” course, aimed at post office staff and designed to provide adequate and up-to-date knowledge of the regulations regarding correct management of all phases of the relationship between the intermediary and the customer. Around 24 thousand staff enrolled for the course in 2012. Also regarding post office staff, the online anti-money laundering course, aimed at meeting the training obligations provided for by law regarding authorised intermediaries and designed to prevent and combat money laundering, continued. More than 37 thousand staff participated in the course. A new online course was also provided regarding administrative crimes and misdemeanours relating to market abuse, which entails the responsibility of the Company pursuant to Legislative Decree 231/2001. The initiative, entitled “Market abuse: regulations, suspicious transactions and notifications”, involved around 11 thousand participants. The certification programme regarding professional qualifications for insurance service operators continued, with the issue of approximately 217 thousand certificates in accordance with the regulations of the insurance regulator, IVASS - Istituto per la Vigilanza sulle Assicurazioni (formerly ISVAP). The Postal Services classroom programme entitled “Airport Security - Basic training and refresher course”, in compliance with ENAC (Civil Aviation Authority) Regulations regarding the regulated agents who are authorised to check mail at airports, continued. 835 people were involved, including delegates, supervisors and operators. Finally, also regarding regulatory matters, the following online courses were provided across all corporate functions: “Legislative Decree 231/2001: The value of our behaviour and the new corporate responsibility regulations”, involving around 42 thousand staff; “IT security at Poste Italiane”, aimed at around 55 thousand staff; and ”Privacy”, aimed at around 13 thousand staff. Regarding technical courses, in order to develop and consolidate the knowledge of savings and investment product sales staff regarding financial markets and instruments, a course continued in the Private Customer function on “Asset management”, broken down into 7 online courses, involving 4,200 retail customer sales specialists. Aimed at improving skills relating to the granting of credit and the presentation of products to customers, the classroom training programme on “Credit culture and techniques” was completed. The course involved 653 staff operating in Private Customer Area Offices and Branches, as well as in 250 post offices from the 8 regions engaged in the Banca del Mezzogiorno project. As business support, online courses regarding specific products offered by the Group were provided. In particular, around 99 thousand staff participated in the “PosteMobile X3” and “PosteMobile X10” initiatives, 20 thousand in “The new BPIOL” course and 55 thousand in the “Conto di Base BancoPosta” course. In support of the organisational changes that have affected postal deliveries, a classroom training course was provided to around 20 thousand staff aimed at strengthening the role of postmen and women as strategic figures in customers’ perception of service quality. The campaign regarding “Sales techniques for postmen and women and Innovative Services representatives”, which involved 768 staff and aimed to develop product and service sales promotion skills, continued. Online courses included the “Electronic Postman” project (more than 6 thousand staff involved), and the “Handling of other operators’ mail - Course B, processes and quality” initiative, involving 134 staff.

Social sustainability

59

A dedicated training course was provided for BancoPosta, which registered around 760 participants (60% via e-learning, and 40% in the classroom). In particular, a specialised progamme was implemented involving 145 people, aimed at enhancing their role and strengthening their professional skills. The content primarily regarded notifications of supervision, the transition from Basel 2 to Basel 3, and financial instruments and markets. Initiatives were activated for Corporate functions involving around 5 thousand participants (63% via elearning, and 37% in the classroom), including an assessment of IT security skills, aimed at staff from the Information Technology, Safety & Security, Human Resources and Organisation functions, and the “Engineering Managers and Project Managers” project, which supported the organisational and cultural change implemented by the Engineering function in the Real Estate segment. Online General English and Business English courses were provided to a total of 576 staff, with the aim of developing language skills in line with the Professional System model. Finally, 53 individual training courses were provided across all corporate functions, aimed at strengthening the skills profile of each person concerned. The corporate management Training Plan, provided via renowned business schools and consulting firms, involved an additional 465 staff in a comprehensive refresher course regarding strategic matters. The “Nave Scuola RUR Sud” project for deaf people, aimed at encouraging their social and professional integration in the workplace, was also launched on an experimental basis. The course involved 76 deaf members of staff in Puglia, Molise and Basilicata via behavioural support activities together with technical training, which covered basic IT tools with the assistance of an Italian Sign Language interpreter/ teacher. Finally, the training programme dedicated to security and robbery prevention, involving more than 20 thousand employees, continued in 2012. The programme aims to train staff who might be involved in a criminal incident in the correct use of anti-theft devices, including the standards and procedures to follow and how to deal with a robbery and the adoption of behaviour aimed at ensuring the physical safety of both staff and customers.

sustainability report

2012

60

Development and remuneration systems In 2012 the process of appraising the performance of middle managers and white-collar staff was carried out earlier than in previous years, in order to bring the period of performance assessment more into line with the time of appraisal and thus provide feedback to the appraised members of staff within a shorter timeframe (by the end of the first quarter of 2013). Around 8 thousand managers (3 thousand more than in Staff appraisals: 2011) appraised their subordinates in terms of demonmore than 87 thousand strated professional expertise and the extent to which Appraisers: around they had achieved objectives in the previous year. More 8 thousand than 87 thousand staff were appraised, up more than 6% Assessment of potential using on the previous year. the Assessment Centre During the appraisal, heads of department and managmethod involving: ers were also able to identify training courses deemed - 50 middle managers suitable for their staff, taking advantage of the training - 540 white-collar staff catalogue to choose from a wide range of solutions specifically designed for the various roles within the Comactivities carried out pany. This procedure was implemented for more than 33 and number of staff thousand staff (up 65% on the previous year). Finally, partly through provision of training course to new appraisers, special attention was paid to improving the quality of manager-staff feedback, during which managers explain to staff how their performance has been assessed, the results achieved and training opportunities and objectives for the coming year, as well as giving appraised employees the chance to express their own opinions. Assessment of potential using the Assessment Centre method also involved around 600 middle managers and white-collar staff in sessions aimed at identifying staff suitable for senior management positions and/or for development as middle managers, rather than holding sales and operating management positions in post offices. Regarding compensation initiatives, 2012 saw the release of a series of incentive schemes4, each different in terms of the way they work, their purpose and target population. Guidelines were drawn up during the year for the functions involved with incentive schemes in order to apply consistent standards, and to respond to the need for more timely and effective systems by reviewing information flows with a view to simplifying them. Specifically regarding traditional sales activities in the business and retail segments, the breakdown of annual incentive schemes into quarterly periods was confirmed. This has enabled greater flexibility and concentration on sales results, and also guarantees that the staff concerned receive prompt reward for the results achieved. On the delivery front, the incentive scheme designed to encourage postmen and women to provide information about and sell Poste Italiane’s services was continued. Appraisal involves a merit-based approach that rewards outstanding performance on a selective basis, taking into account the fairness of internal remuneration and comparable remuneration outside the Company for key personnel.

4 The incentive schemes used include: - MBO (Management by Objectives) for managers, aimed at translating senior management strategy into specific, clear and measurable business and financial, quality, operational and planning objectives. MBO measures and enhances the contribution of individual managers to overall corporate performance; - a commercial incentive scheme, aimed at the sales network and the business customer sales force, in order to maximise achievement and/or going above commercial budget targets, whilst also taking into account the vital importance of customer satisfaction and loyalty; - an Incentive Scheme by Objectives, an appraisal and compensation mechanism that links cash bonuses for individuals with particularly important management positions and expertise or occupying key managerial positions involving a high degree of direct operational responsibilities.

Social sustainability

61

Health and safety Poste Italiane applies all necessary measures to safeguard health and safety in the workplace by taking advantage of the contributions made by joint occupational health and safety bodies, at national and regional level, and employees’ health and safety representatives. The prevention of occupational risks is a core principle that should guide everyone in performing their everyday duties, and represents a useful behavioural model for improving the quality of life at the Company, as well as the quality of life in general. Current collective labour contracts give priority to safeguarding workplace health and safety, in compliance with current legislation, with special attention paid to protecting the health of employees who are mothers and emphasising the need for in-depth analysis of the issue of particularly demanding work. In compliance with current legislation regarding provision of suitable working conditions, like the Parent Company, Group companies are also committed to guaranteeing adequate workplaces in terms of the health and safety of employees via adoption of all the necessary measures (see the Code of Ethics). Once again in 2012, information and training initiatives continued aimed at emergency management, accident prevention, raising awareness of anti-theft systems installed in post offices and promotion of a security culture, as well as behaviours to be adopted in dealing with crisis situations during and after a theft. Moreover, to increase staff safety at Sorting Centres, initiatives aimed at improving work stations for staff who have to handle particularly heavy loads continued in 2012. In particular, new equipment and new operational procedures were tested. These activities were carried out at Sorting Centres in Bologna, Padua, Venice and Verona. In particular, new “weight elimination” equipment was introduced on an experimental basis in order to assess in the field its functionality and the extent to which it meets the Company’s requirements. Other equipment was purchased in the last quarter of 2012 to help reduce the degree of risk involved in the manual handling of loads during operations.

sustainability report

2012

62

Occupational health and safety management systems: the BS OHSAS 18001 standard Once again in 2012, the continuous monitoring of accidents contributed to the implementation of many occupational health and safety initiatives aimed at staff and their workplaces. To this end, the occupational health and safety systems in accordance with the BS OHSAS 18001 standard 5 (British Standards Occupational Health and Safety Assessment Series) adopted some time ago by all operating units 6 , in line with current legislation, confirm the belief that an effective management system enables systematic and organic management of occupational health and safety, as well as implementation and development of a corporate health and safety policy by managing and monitoring risks across all operating processes. Once again in 2012 Poste Italiane’s Security & Safety function supported each Employer from Area Logistics Offices and Private Customer Area Offices in maintaining the Occupational Safety Management System (OSMS) that was adopted in 2009, which was devised to meet specific local needs and standardised in accordance with Company policies and activities coordinated at central level. Likewise, support was given to Employers from central operating units who have adopted an occupational safety management system that governs central headquarters processes and workplaces or dependent local units. The Security & Safety function has constantly maintained a working area on the Company’s DMS (Document Management System) IT platform dedicated to the OSMSs where, in line with points from the OHSAS 18001 standards, the relevant documents (for example, guidelines and procedures) are published and updated and available to all users with access to the Company’s intranet, with a view to disseminating the information nationwide. The documentation, which has been approved by Security & Safety and in some cases jointly prepared by the corporate functions involved in the issues dealt with, is distributed in a controlled way to the relevant management system staff from all operating units, in accordance with specified roles and responsibilities. In accordance with regulations, a review of Postal services and Private Customer operating units was also carried out during the year. This process enabled assessment of the functionality of the management system so that it continues to be fit for purpose, adequate and effective. This entailed standardisation of the approach to occupational safety issues, accident assessment, training needs and the prescriptions of external supervisory bodies, as well as enhancement of systemic and structured processes to deal with non-compliance, and preparation and implementation of improvement plans. Constant striving for ongoing improvement is also the objective for 2013, via support, initiatives and coordination of the activities of the Security & Safety function and in accordance with the wishes of Poste Italiane’s Board of Directors, namely that activities aimed at guaranteeing and monitoring prevention are also conducted through the “implementation and/or dissemination of appropriate safety management systems in line with OHSAS 18001 standards, with a view to acquiring the related certifications at the earliest possibility”.

5 The BS OHSAS 18001 standard defines an occupational health and safety management system as the part of an organisation’s management system that is used to develop and implement occupational health and safety risk management and policies. This system thus comprises an organisational tool that enables taking care of employees’ safety an “organic and systematic way” by fitting into a company’s organisational structure and with existing quality and environmental management systems. 6 Poste Italiane SpA has organised its occupational safety system into financially, technically and operationally autonomous Operating Units, consisting of Private Customer Area Offices, Area Logistics Offices for Postal services and certain Central Departments, with units located both at Head Office and at local level.

Social sustainability

63

Safety training The Company continued to pay attention to safety training in 2012, with around 110 thousand participants involved (108 thousand in 2011). Whilst keeping the value of training at a constant level, in 2012 training courses regarding general information were stepped up and attention continued to be paid to the training of emergency management staff (especially those responsible for firefighting and prevention, carried out with the assistance of the fire service). The number of persons trained, broken down by type of training course, is shown in the table below: Number of participants Course

2010

2011

2012

Emergency management including: - Fires - First aid Protection and Prevention staff (Legislative Decree 195/2003)- Refresher/Specialisation courses Manual handling of loads Postmen and women Postal service and Private Customer operating unit managers Computer operators General information X-ray machine operators Postal Service safety managers Theft risk including: - E-learning - Classroom Risks relating to mechanised equipment Trolley and pallet risks Employee Safety Representatives OHSAS 18001 - Occupational Health & Safety Management System designers and managers Mail processing and transport staff Development of expertise relating to the joint national and regional bodies Executives Total

5,965

8,877

9,844

% inc./(dec.) 2012 vs 2011 10.9

4,859 1,106

4,001 4,876

9,178 666

n/s (86.3)

80

128

53

(58.6)

2,639 11,180

2,011 12,558

2,762 14,729

37.3 17.3

1,041

1,027

2,945

n/s

1,691 5,753 12 24,424 9,627 14,797 670 2.048 367

44,921 5,445 766 26,120 13,969 12,151 1,003 434 646

18,759 40,158 19,552 6,755 12,797 284 623 -

(58.2) n/s n/s (25.1)

-

6

-

n/s

-

3,744

-

n/s

-

206

-

n/s

55,870

66 107,958

109,709

n/s 1.6

(51.6) 5.3 (71.7) 43.5 n/s

n/s: not significant.

SUSTAINABILITY REPORT

2012

64

Workplace inspections by monitoring bodies Poste Italiane SpA’s approximately 17 thousand workplaces (including post offices, branches, Sorting Centres, Priority Centres and delivery offices) are subject to monitoring by local health authorities. Despite the large number of sites, the Company received notification of 312 notices to comply and orders (282 in 2011) arising from 153 inspections, primarily regarding Postal services facilities (sorting, mail transportation and final delivery to customers) and Private Customer facilities (sales of postal and financial services and products to the public). Of the deficiencies reported, 53% were of an organisational and managerial nature, and 47% for non-compliance with equipment and building regulations. All the deficiencies reported across the various regions are recorded in a specific database, in order to facilitate and expedite the Company’s preparation of the necessary corrective actions and organise implementation of appropriate remedial actions.

Accidents and sickness The methods Poste Italiane uses for recording accidents comply with those adopted by Eurostat (Statistical Office of the European Union), and enable comparison of data with sector indicators regarding companies with similar working processes. In determining the indicators, accidents occurring in transit, namely on the journey from an employee’s residence to the workplace or vice versa, and that in any case took place whilst the employee was not in service, given that such accidents are not strictly related to the specific risks entailed by the accident victim’s work-related activities, were dealt with separately. Nevertheless, accidents in transit were monitored, and account for 16.9% of the total number of accidents. The number of accidents fell by 808 (down 8.8%) compared with 2011, representing a decrease in terms of frequency (down 6.8%) and days lost due to accidents (down 7.5%). The seriousness index, which compares days lost due to temporary incapacity and the total number of hours worked during the year, fell from 1.39 in 2011 to 1.31 in 2012 (down 5.8%). These results have economic implications. In 2012 direct and indirect costs incurred due to accidents decreased by 6.6%, falling from €74.4 million in 2011 to €69.5 million in 2012.

No. of accidents Accidents entailing up to 3 days’ absence Accidents entailing over 3 days’ absence Total accidents

Cost of accidents Days of absence Direct costs (em) Indirect costs (em)

Accident indicators Frequency * Seriousness ** Average duration - days of absence Rate per 100 employees ***

2010 680 10,231 10,911

2011 607 8,616 9,223

2012 594 7,821 8,415

% inc./(dec.) 2012 vs 2011 (2.1) (9.2) (8.8)

2010 344,263 14.6 73

2011 291,601 12.4 62

2012 269,804 11.5 58

% inc./(dec.) 2012 vs 2011 (7.5) (7.3) (6.5)

2010 50.2 1.58 31.55 7.19

2011 43.91 1.39 31.62 6.2

2012 40.92 1.31 32.06 5.74

% inc./(dec.) 2012 vs 2011 (6.8) (5.8) 1.4 (7.4)

* The frequency index represents the number of accidents entailing at least one day’s absence, excluding accidents in transit, for every million hours worked. ** The seriousness index represents the number of days lost due to temporary incapacity of at least one day for every thousand hours worked. * ** The data refers to the number of accidents per 100 employees.

Social sustainability

65

Once again in 2012, the data reveal that the sector most liable to accidents is delivery, with delivery staff comprising the category most at risk. Accidents connected with driving Company vehicles (motorcycles and other vehicles) and delivery on foot (attacks by dogs, falls whilst walking, going up and down stairs or closing customers’ gates) comprise more than 70% of the total number of accidents. However, compared with the previous year the number of accidents decreased by 7.5% (more than 500 less than in 2011).

Cause of injury Accident involving a Company-owned motorcycle Crushing/Contusion caused by equipment Fall whilst walking Theft Attack by an animal Crushing/Contusion caused by a motorcycle Whilst manually handling a load Fall whilst going up or down stairs Accident involving other Company-owned vehicle Tripping Tripping on equipment Tripping on part of a solid structure Clumsy/Uncoordinated movement Crushing/Contusion caused by other motor vehicle Other causes Total injuries

% inc./(dec.) % of total 2012 vs 2011 events 2012

2010

2011

2012

4,027

3,050

2,738

(10.2)

32.5%

910 1,083 506 610

784 967 513 545

654 1,001 463 498

(16.6) 3.5 (9.7) (8.6)

7.8% 11.9% 5.5% 5.9%

600

519

463

(10.8)

5.5%

537 524

524 433

436 440

(16.8) 1.6

5.2% 5.2%

396

352

296

(15.9)

3.5%

356

338

298

(11.8)

3.5%

294

259

241

(6.9)

2.9%

82 305

56 284

50 243

(10.7) (14.4)

0.6% 2.9%

276

219

225

2.7

2.7%

405

380

369

(2.9)

4.4%

10,911

9,223

8,415

(8.8)

100%

Regarding absence due to sickness, the positive trend reported in recent years continued in 2012. Working days lost through illness fell by a further 6.8%, bringing the annual average number of days of absence per employee to 9.71 compared with the 10.27 recorded in 2011, a reduction of 5.5%. In order to further reduce the number of road accidents, the Company is adopting counter-measures that envisage the use of safer and more reliable vehicles, as well as a series of activities aimed at curbing accidents.

Absence due to illness Days of illness (‘000s) Days of illness (annual average per capita)

Rate of absenteeism for illness Rate of absenteeism for illness*

2010 1,575 10.57

2011 1,504 10.27

2012 1,401 9.71

2010

2011

3.4%

3.3%

% inc./(dec.) 2012 vs 2011 (6.8) (5.5) 2012 3.1%

* The percentage is the same as the ratio between the per capita average number of days of illness and the number of available working days in a year (based on a six-day week).

sustainability report

2012

66

SAFETY PROJECTS: “LAMReCor” AND “DeSMO” Poste Italiane is the leader of a consortium of partner companies, comprising the National Agency for New Technologies, Energy and Sustainable Economic Development (ENEA), the Regional Inter-University Consortium of Puglia Region (CIRP), BWAY Srl, Auriga SpA and MAC&NIL Srl, regarding the LAMReCor “Advanced logistics for the transportation of people and goods: mathematical models and experimentation regarding new mail delivery protocols” project. The project, which was launched in 2012, is financed by the National Operating Programme (PON) for Research and Competitiveness 2007-2013 and is restricted to the Campania, Calabria, Sicily and Puglia regions. The objective is to test solutions aimed at optimising logistical processes regarding delivery activities, by monitoring the performance of means of transport, thereby enhancing the safety of postmen and women and delivery staff in general, as well as minimising the environmental impact deriving from daily use of fleet vehicles. The research is aimed at the creation of technological devices that raise safety levels for postmen and women during their work, design of planning and monitoring systems for vehicles and equipment used for the transportation and delivery of mail and/or other postal products and, finally, implementation of new decision-making models (Decision Support System-DSS) relating to advanced logistics. The 33-month project is scheduled for completion on 30 May 2015. Poste Italiane is also participating in the DeSMO “Delivery Service Modelling and Optimisation” project, which was launched in parallel with the LAMReCor project. This project is aimed at training researchers and specialised research technicians in the design and implementation of innovative solutions in the field of advanced freight logistics, with particular reference to urban transportation using two-wheeled vehicles. Poste Italiane staff involved in the LAMReCor project will receive specialised teaching and tutoring on specific modules included in the training programme.

Social initiatives for the workforce Once again in 2012 social policies for employees related to the development of work-life balance initiatives and the provision of real support for families, including specific projects for deprived persons. The effort that Poste Italiane SpA puts into supporting and implementing these initiatives – as well as constituting an act of responsibility – also bears witness to the Company’s desire to improve motivation and the workplace environment as much as possible, thereby reconciling productivity requirements with employees’ needs.

Telecommuting and Social Inclusion During the year, in response to growing demand from staff for flexibility and improved work-life balance, the programme designed to expand use of the socially innovative organisational and technological tool of telecommuting was stepped up. Priority access to telecommuting was given to cases that come within the Company’s social inclusion project which is aimed at people with specific mobility problems and those with serious personal and family difficulties (e.g. the disabled, mothers, staff returning to work after a lengthy period of illness, an accident, or leave). Overall, permanent telecommuters numbered around 100, plus 20 staff who worked in this way on a temporary basis (telecommuting periods of less than one year). The functions with the highest numbers of telecommuters are Human Resources, Information Technology, and Administration and Control and Real Estate, as well as the Private Customer divisions, Postal services and BancoPosta.

Social sustainability

67

In terms of results regarding around 100 telecommuters, compared with the previous year a 25% reduction in absenteeism was registered. Performance levels were good, and individual motivation and the degree of responsibilisation regarding achievement of assigned objectives increased. Regarding telecommuting organisational projects, in addition to the workstations activated for systems analysts primarily operating at IT centres, further activations related to the Private Customers - Customer Service - Contact Centres function (27 staff), and Postal services, with reference to  the experimental video coding project (14 staff).

“Disability integration” project This project bears witness to the Company’s specific commitment to fostering widespread awareness of the problems connected with accessibility and integration, by carrying out actions aimed at promoting the autonomy, inclusion and development of Poste Italiane SpA’s disabled staff. During the year training courses were provided to support disabled staff regarding developments in the relevant social and organisational contexts. In particular, the Nave Scuola Sud 1 training progamme involved around 80 staff with hearing disabilities in Puglia, Basilicata and Molise. The project, which was developed using innovative methods, enabled provision of a behavioural support initiative combined with IT training. The aim was to encourage integration in the workplace of staff with hearing disabilities, and to have an impact on levels of performance and social inclusion. The staff were introduced to basic IT tools and set on track to continue acquisition of additional IT skills through self-learning, in order to develop their interest in using computers and enable them to take responsibility for a tool that is undoubtedly useful for the Company and for them personally. At the same time, individual and group practice sessions, and interactive comments on the dynamics of the relations and the most effective means of communication, enabled a synergetic and multi-disciplinary training action. The course was provided 8 times, including 3 days of classroom training on each occasion, with the participation of Italian Sign Language interpreters. Awareness-raising and management information initiatives, involving e-learning, are being prepared for managers and human resources specialists regarding the main characteristics of disability, the available technological aids, and appropriate behaviour to facilitate integration, communication and workplace safety. Finally, integrated initiatives were designed for the disabled children of staff in the Lazio region, as part of the “Noi Siamo Qui” project, which in the coming year will see the introduction of new services (e.g. assistance at home after school, summer and games centres) and “enabling” flexibility, in order to improve adaptation to the requirements of work-life balance and care of the staff members concerned.

Summer holidays for disabled children In line with the growing attention paid by the Company to supporting social inclusion and integration initiatives for the disabled, in the summer of 2012 centres were set up for the disabled children of members of staff. The holidays, of which the cost was entirely borne by the Company, provided entertainment and assistance and enabled the beneficiaries to experience socialisation and full integration. At the same time, the families benefited from support services provided by a team of specialists. Fifteen-day summer holidays, organised at holiday centres in Tortoreto Lido and Simeri Mare, were enjoyed by 24 disabled children, many of whom were accompanied by their families.

sustainability report

2012

68

IT University The experimental IT University was launched during the year, in collaboration with Unitelma Sapienza from Rome, which offers staff an important opportunity to develop their skills. The initiative, combined with taking advantage of flexible working plans, aims to raise the educational level of staff by investing in employees who wish to take a degree course of interest to the Company. The Company has undertaken to cover the full cost of enrolment for complete university degree courses for a maximum of 160 people.

Posteaperte The seventh edition of Posteaperte was held on 24 May 2012, and attended by around 1,500 children of members of staff, involving 33 Poste Italiane premises. The event, dedicated to commemorating “150 years of Poste Italiane”, enabled many children to get to know the Company, its history and their parents’ workplaces, through entertainment including games, social activities and guided visits to the Post and Telecommunications Museum, multimedia rooms and Sorting Centres.

Company crèches The PosteBimbi crèche, which was opened in Rome in December 2007, accommodates 52 children, of whom 42 belong to members of staff and 10 come from municipal lists. The crèche continued its activities in the school year 2012-2013 with new individual and group development initiatives (English and music classes, thematic playgrounds, nature park excursions, and first aid courses for parents on the removal of airway obstructions from children). As usual, a questionnaire was given to parents at the end of the school year to assess levels of satisfaction. In terms of overall results, parents registered satisfaction as “very good/good” in 85.4% of the replies, in line with the average results achieved over the last four years. At the same time, construction work continued on the crèche in Bologna, which is expected to open at the end of 2013.

Remote adoption The Charawe project, launched in 2006 regarding the remote adoption of 20 children, between 3 and 5 years of age, in the village of Charawe in Zanzibar, continued. The initiative has enabled the setting up of classrooms and playgrounds in the village, the presence of adequately trained teachers and provision of one nutritious meal per day to each child. A strong bond has developed between the children in Charawe and the sons and daughters of our staff through the sharing of drawings and news, thereby fostering a growing feeling of friendship and solidarity; each of the African children have been “adopted” by a Poste Italiane region.

Staff allowances Via the staff allowances policy, the Company continues to support members of staff in documented situations of need due to serious events or conditions that have significantly affected their personal and/or family situation. During 2012, allowances were provided in 28 situations, within the scope of the planned financial provisions. Most of the cases regarded support to staff in difficulty due to deaths and significant health problems and to colleagues affected by serious natural disasters, such as the earthquake in Emilia Romagna.

Social sustainability

69

Pink parking spaces As part of initiatives aimed at promoting a better work-life balance and facilitating parenthood, the 16 “women-only” parking spaces at the Rome headquarters continue to be appreciated by pregnant members of staff. During the current year, the initiative will be extended to the whole country along similar lines.

Family services In 2012 the Company carried out information campaigns – including products and services on special offer – regarding health, work-life balance, technological innovation and environmental issues, entailing the signing of 140 agreements nationwide. Ample space was given to specific healthcare prevention programmes at participating medical centres, such as cancer prevention in terms of age, sex and risk factor (breast, colon, melanoma, etc.), and dental checks for children and the over 65s, etc. Once again in 2012-2013 the flu vaccination campaign aimed at staff who come into contact with the general public was implemented.

Food collection In 2012 Poste Italiane was a technical sponsor for the National Food Collection Day organised by the non-profit Food Bank Foundation. For one day, 154 Company vehicles were made available for food collection from supermarkets and the Food Bank’s sorting centres. Moreover, in order to encourage volunteering among staff, the Company launched an internal communication campaign aimed at getting staff to take part in the initiative, either as individuals or customers, by collaborating with the Food Bank’s teams of volunteers.

The environment and people The Company continued to involve staff in safeguarding the environment. Once again in 2012 Poste Italiane SpA took part in national and international campaigns aimed at raising awareness of climate change and air pollution. For the “M’illumino di meno” (“I will use less light”) and “Earth Hour” campaigns, the lights were turned off in the main administrative buildings across Italy, and an information campaign was aimed at all members of staff to promote their participation in the events and encourage volunteering, including on an individual basis.

Multiculturalism In order to develop the theme of multiculturalism, inclusion and cultural exchange, in 2012 the Company started a collaboration with the Intercultural Foundation to promote a hospitality campaign among members of staff. The campaign invited the families of Poste Italiane staff to accommodate a young person from another country in order to become familiar with customs different from their own. The hospitality enabled all the families to create new relationships and attachments, and provided new meeting, learning and experience opportunities.

SUSTAINABILITY REPORT

2012

70

Commuting and sustainable mobility Once again in 2012 Poste Italiane confirmed its commitment in the field of sustainable transport, by implementing actions to facilitate staff commuting and reduce its impact on urban environments. The Company provides transport connections for its staff in their journeys to and from work at all Area Logistics Offices nationwide between Sorting Centres and Postal Centres and the main public transport hubs in urban areas (rail, underground and bus links) in Genoa, Milan, Bologna, Ancona, Rome, Pisa, Florence, Cagliari, Naples, Salerno, Bari, Catania and Lamezia Terme. As well as playing an important role in social inclusion, this service, which has been operating for many years, enables us to achieve a significant reduction in the environmental impact of commuter journeys. The PosteMobile Group also activated a car pooling service for all non-managerial staff at the Rome office to facilitate their journeys to external workplaces (at suppliers, customers or Poste Group premises).

Fondoposte Fondoposte is the individual capitalised National Supplementary Pension Fund for non-managerial staff of Poste Italiane SpA and its subsidiaries. This is a contractual pension fund incorporated as an association, of which membership is voluntary. On retirement, subscribers receive a supplementary pension and also benefit from tax relief on contributions, returns on investment and the benefits paid. In December 2012 Fondoposte subscribers accounted for 64.52% of members of staff, equivalent to 93,500 out of a potential pool of 145,000 personnel. Quarterly contributions amounted to around €45 million, and at 31 December 2012 the Fund’s assets stood at more than €1,059 million, up 23.97% on the previous year.

Social sustainability

71

The commitments and/or objectives that Postel has undertaken in order to achieve maximum enhancement of its human capital – in the belief that the well-being of staff, their financial satisfaction in terms of the work they carry out, and dialogue and collaboration are the most effective tools for corporate growth and development – are as follows: ■■ not, under any circumstances, to encourage or resort to the use of child labour, and to adopt suitable initiatives to promote the rights of employees who have children; ■■ not to support or encourage any physical or mental coercion, or any other behaviour that is detrimental to human dignity and privacy; ■■ to pay utmost attention to workplace health and safety, including prompt compliance with current legal requirements and promotion of timely actions aimed at enhancing staff well-being and reducing the risk of accidents in the workplace; ■■ to pay close attention to employees’ needs and verify their compatibility with corporate objectives. Employees should be granted the right to form and belong to trade unions in accordance with their wishes; ■■ to guarantee equal opportunities relating to recruitment, career development and remuneration, in accordance with business objectives, by adopting responsible and non-discriminating practices that also provide access to persons from ethnic minorities or in difficult situations; ■■ to ensure that relations with employees are characterised by values of civil coexistence and are conducted with respect for the rights and freedom of persons, as well as fundamental principles that endorse social dignity with no discrimination on the grounds of nationality, language, race, sex, religious belief, political or trade union membership, or physical or mental condition; ■■ to develop a corporate atmosphere free of prejudice and conducive to dialogue, whose reputation facilitates recruitment of qualified and motivated personnel, in order to lay the foundations for human and professional development and career promotion, based on equity criteria, results achieved, and abilities and skills manifested; ■■ to create the necessary preconditions so that all heads of organisational units exercise the powers connected with their corporate functions in an objective and balanced way, including ensuring the professional development of employees and the improvement of working conditions; ■■ to guarantee levels of remuneration which – as well as complying with current legislation, including the National Collective Labour Contract and any other supplementary contracts – are commensurate with the quantity and quality of the work carried out and sufficient to provide a proper and decent standard of living; ■■ to prevent any contractual, social security or insurance irregularity by employing suitably qualified staff with a high degree of awareness of the administrative responsibilities provided for under current legislation.

sustainability report

2012

72

OUR CUSTOMERS The Poste Italiane Group’s products and services vary in terms of the characteristics of customers, who break down into Retail, Small to Medium Enterprise (SME) and Public Sector segments. As well as providing the Universal Postal Service, the Group offers ever-expanding integrated services and innovative solutions ranging through the communications, logistics, financial and insurance sectors.

Customers Retail and SME The Retail customer segment includes everyone who uses the services offered by Poste Italiane SpA for personal requirements, and therefore not in connection with their profession, while SME customers include small business owners and professionals. Via its network of post offices, the Company also provides a wide range of services to the public on behalf of the Public Sector. In order to improve the service provided to customers at larger post offices, specific spaces have been set aside to offer the latest in financial products and services, aimed at Retail and SME customers, the Financial Products area and Poste Impresa. The sales channels for Retail customers, SMEs and part of the Local Government sector are managed by the Private Customer function.

Large Account and the Public Sector The Large Account and Public Sector function is responsible for developing business with Large Accounts and some Local Government and Central Government customers.

poste italiane in figures

9 Private Customer Area Offices with more than 2,000 staff 132 branches with 4,720 staff 13,676 post offices with 59,582 staff 5,740 post offices with a Sportello Amico counter 7.1 million debit and credit cards 9.6 million Postepay cards

Social sustainability

73

Accessibility and comfort Accessibility continues to be an important objective for the Company, and represents one of the key factors in providing customers with the tools and services that can simplify their lives. Being accessible means taking care of customer spaces, thus enabling everyone to enjoy a comfortable environment in a post office, striving to ensure that waiting times for services are reasonable and also providing the option to access the Company’s services remotely via the www.poste.it website. Activities aimed at enabling rapid customer access to Group services continued via the queue management system (2,885 systems up and running at the end of 2012) and the acquisition of additional ATMs to extend the current national network (the total nationwide network includes around 6,700 ATMs). All the new installations (760 in 2012) are compliant with the accessibility standards for disabled people, including a new keyboard for blind and visually impaired people that complies with accessibility standards, a jack socket to connect earphones to enable disabled people to withdraw cash and pavement level location to facilitate ATM use. Additional separate Postamat windows have also been introduced in some post offices. As of 31 December 2012, 2,684 post offices have Postamat tills, with a total of 3,692 counters reserved for BancoPosta current account holders.

Developing new offerings Postal products Thanks to its unique assets, such as its widespread presence throughout Italy and direct contact with the general public, Poste Italiane SpA has always played a social role. This is the backdrop for the initiative “Posteitaliane per te” (“Posteitaliane for you”), a service created in 2011, which enables customers to use the Group’s mail products and services in their homes or workplaces, via contact with one of the “Posteitaliane per te” agents on call across Italy. In 2012 “Posteitaliane per te” was enhanced with new services, including: ■■ Posta Easy Basic, a complementary pre-dispatch mail service for the preparation of items to be mailed. The service provided by the Innovative Services unit is for the franking and processing of registered mail; ■■ Pick Up Light by phone, a new service option for collection of domestic and international mail weighing two kilos or less. The service can be arranged through the purchase of a carnet for use within one year; ■■ Pre-franked Minibox Track, a tracking service for parcels sent to any of 20 European countries with free of charge home pick-up. The service is available for parcels weighing two kilos and less and paid for when sent; ■■ Postazone contact, unaddressed mail service for trade publications, advertising material, and promotional information for delivery to all addresses within one postcode or a part of one postcode anywhere in Italy.

sustainability report

2012

74

The Electronic Postman With a view to strengthening customer relations, increasing the efficiency of the logistics and delivery network and enhancing the range of innovative services, which are complementary to mail delivery, and guarantee improved usability of integrated technological platforms, in 2012 Poste Italiane continued to offer products and services via the Electronic Postman. Indeed, the Electronic Postman is the most important technological innovation by a postal services operator in the delivery segment. By using his palmtop, the postman or woman has become the focus of the modernisation of the delivery network and the expansion of the scope of Poste Italiane’s multi-channel contacts with the business development market, providing financial and telecommunications services and making new services available directly in customers’ homes. During the year, in addition to corporate cards (Postepay and Postamat), POS payment facilities were extended to include debit cards, Visa and Mastercard credit cards with PINs, and other prepaid cards with PINs, and top-up facilities were introduced for Postepay, as well as for TIM, PosteMobile and H3G telephone top-ups.

Agreements with Public Sector entities The Poste Italiane Group continues to promote itself as a conduit to bring the Public Sector closer to the general public, and as an integrated partner, in order to: speed up and simplify relations between Public Sector entities and the general public and companies by pursuing important efficiency objectives; manage complex processes, by offering digital and integrated services (Notification and Claims Offices, the Integrated Notification Service); the dematerialisation and simplification of administrative procedures (Electric Postal Certification Mark, digital signature, prepaid cards); and manage payments and collections (tax management, reverse factoring). In 2012 the Group participated in the Public Sector Forum by presenting its range of services and solutions designed to facilitate access to administrative procedures. Poste Italiane offers services that break down into five main categories: ■■ ■■ ■■ ■■ ■■

payment innovation and traceability; multichannel communication to the general public and companies; document certification and management; local taxation and local data management; support services for the activities of public entities and companies.

As part of its innovative services, Poste Italiane has introduced a front-end payment system, an online tool for collection using electronic payment slips and generating digital receipts in real time, as well as NFC (Near Field Communication) and contactless solutions. Regarding the latter, PosteMobile affirmed its position as the first telephone operator to launch an NFC service with the sale of NFC SIM cards integrated with BancoPosta’s Postepay New Gift. Contactless technology enables the general public, firms and public transport companies to manage ticketing services, micropayments, company access points and attendance records merely by placing a cellphone close to a reader.

Social sustainability

75

The Company has also implemented certain services provided via its Sportello Amico network. Specifically, in 2012: ■■ provision of health-related services was stepped up, enabling payment for medical examinations in real time at post offices on behalf of the Florence 10 local health authority, the Cosenza provincial health authority, the Caserta local health authority and Sardinia Regional Authority. This makes it possible for patients to pay for services provided by eligible entities and to obtain a receipt directly from the health authority. These initiatives are of great social value and combine the application of advanced technology with an original model for public services; ■■ a service for issuing INPS certificates was rolled out, enabling the issue of a statement of INPS social security contributions, as well as a local tax payment service including a print-out of taxes payable. In this respect, agreements have already been signed with certain municipalities regarding the payment of various taxes (e.g. refuse collection and water supply) via the Sportello Amico network; ■■ on the basis of an agreement between Rome Provincial Authority and Poste Italiane, since October applications for digging permits and “no parking” signs for entrances to properties in the province of Rome may be submitted at around 200 post offices with Sportello Amico counters. In December relations between Poste Italiane and the Ministry of the Interior were further consolidated with the new “Passport home delivery” service. The service which has been activated on an experimental basis in the provinces of Rome, Verona and Bari, enables direct delivery of a passport issued by police headquarters to an address specified by the recipient. Collaboration continued with ISTAT on the “Ninth census of businesses and services and the census of non-profit organisations”, and with INPS regarding the sale and payment of vouchers connected with remuneration of casual labour. The voucher is an innovative tool to facilitate legal provision of labour for a limited period. Finally, in 2012 Poste Italiane won a contract from the Ministry of Infrastructure and Transport for a project regarding centralised printing and delivery of the new European driving licences. A consortium, PatentiViaPoste ScpA, was set up for this purpose, within which the Parent Company and Postecom SpA, among others, operate.

sustainability report

2012

76

Financial products The creation and management of financial products on offer is backed up by operating procedures and practices aimed at ensuring the best possible protection of customers’ interests. Specifically, this objective is pursued via a series of preventive measures aimed at: ■■ creating, on the basis of market projections, products with risk profiles/returns and costs suited to customers’ characteristics; ■■ selecting high quality issuers and structured product specialists in order to minimise the risk of their becoming insolvent and maximise returns for customers. This objective is pursued through rigorous comparative assessment which, in the case of structured product specialists, entails adoption of real competitive bidding mechanisms; ■■ guaranteeing that products are always highly liquid by listing them on regulated markets. These monitoring activities are supplemented by subsequent checks on product performance and the main factors that may influence prices, thereby enabling any necessary initiatives designed to protect customers’ interests. In the financial products segment, activities continued during the year regarding the BancoPosta mortgage product to support households in difficulty due to Italy’s ongoing economic crisis. Customers affected by specific events (for example, loss of employment, loss of self-sufficiency) were allowed to suspend repayment of their mortgages for up to a maximum of 12 instalments, thanks to extension of the Italian Banking Association’s “Families Plan” in which Poste Italiane’s financial partner, Deutsche Bank, participates. Mortage repayments for BancoPosta mortgage holders and repayments of BancoPosta personal loans were also suspended for residents in the areas affected by the earthquake that struck the provinces of Bologna, Modena, Ferrara, Mantua, Reggio Emilia and Rovigo on 20 and 29 May 2012. The suspension regarded instalments falling due until 31 December 2012. Also regarding the BancoPosta mortgage, in agreement with Deutsche Bank, Poste Italiane continued to offer its mortgage holders the possibility of renegotiating their mortgage by opting to extend its duration and thus reduce the amount of instalments. The renegotiation is free of charge for the customer, as no notaries’ fees are incurred, and the aim is to offer an immediate solution to customers’ changing needs.

Poste Italiane receives innovation award The Italian Financial Innovation Association (Aifin) gave the 2012 Gold Circle Financial Innovation Award to the Specialcash Postepay loan, which was ranked first in the Credit Products and Services category. Specialcash Postepay is a new personal loan for Postepay card holders, featuring immediate response to an application, and direct crediting of the loan to the applicant’s Postepay account within a few days. Poste Italiane also won third place for its “Buono Fruttifero Postale 7 insieme” product, in the Investment Products and Services category.

Social sustainability

77

In the personal loans segment, the offering of products with favourable conditions to support families and designed for specific purposes continued. In particular, the “Prestito BancoPosta Famiglia”, a loan for newly-weds and couples who have recently had a baby (available from 2 April to 31 July 2012), and the “Prestito BancoPosta Studi”, a loan to support children’s educational expenses (available from 1 August to 30 November 2012), were again offered. Other initiatives regarded the obligations introduced by the so-called “Salva Italia” (“Rescue Italy”) Decree7. In particular, in accordance with the provisions of the Decree, a promotion that waives bank charges in 2012 for INPS and INPDAP pensioners who pay their pension into a BancoPosta Più account for the first time was launched. Moreover, the fee for over-the-counter bill payments for the over 70s was further reduced from €0.77 to €0.70, compared with the standard fee of €1.30. Also regarding the provisions of the Rescue Italy Decree, on 1 June 2012 the Conto di Base 8 was launched. This current account is offered in two different versions that differ in terms of the charges and transactions included, according to customer requirements and characteristics.

World Savings Day 2012: Poste Italiane and Cassa Depositi e Prestiti meet schools On the occasion of the 88th World Savings Day on 31 October 2012 Poste Italiane and Cassa Depositi e Prestiti presented the educational game project “Una Storia fatta apPosta” for children Una favola sul risparmio per imparare a conoscere un risparmio da favola in the last two years of elementary school. The initiative, involving around 180 schools and 5,000 pupils throughout Italy, entailed a series of meetings aimed at teaching the importance of saving to the younger generation, and a creative project (a theme, an interview, a photo collage, drawings, cartoons or video images); the best creations will be collected in a book about saving, which will be sent to all the schools that participated in the project. All the pupils were given an illustrated book called “The Materazzov Brothers”, a fable about saving to learn how to build up fabulous savings, which talks in a light-hearted but thorough way about the importance of being aware of the value of money and managing one’s savings prudently.

Insurance products In keeping with the social values that have always influenced the Poste Italiane Group’s offerings, Poste Vita operates so that any person, regardless of nationality, class or financial position, may find concrete and effective solutions at post offices that respond to their primary needs, such as supplementary pen7 Law Decree 201 of 6 December 2011, which provides for the following with regard to a reduction in the permitted value of cash payments to €1 thousand to discourage cash transactions: the mandatory receipt of pension and wage payments in excess of €1 thousand via electronic means, including by prepaid card; a prohibition on banks and finance companies charging account fees and revenue stamps to the recipients of minimum pensions; the mandatory offer by banks and finance companies of basic account services with simplified, transparent and easily comparable fee structures. 8 BancoPosta’s Conto di Base is a current account developed to introduce banking services to consumers. The characteristics of the account have been formally agreed by the Ministry of the Economy and Finance, the Bank of Italy, the Italian Bankers Association, Poste Italiane and the Association of Italian Payment and Electronic Money Institutions.

sustainability report

2012

78

sions, the protection of people and their assets, products designed to meet the requirements of senior citizens, those that protect and increase the value of one’s assets over the years and those that enable small investors to establish and accumulate savings. Know-how, technology, development of processes and ongoing staff training are the tools that Poste Vita and Poste Assicura use to provide a service that is always satisfactory and provides an adequate response to people’s needs. In the current economic and market environment, marked by a continuation of the serious economic crisis, which has also had a profound effect on households’ ability to save, in 2012 Poste Vita strengthened its social service commitment by offering new products in line with households’ savings and insurance needs. As Poste Vita was authorised to conduct Branch IV business in 2012, in November the Long Term Care recurrent premium product, which provides disability insurance via a life annuity, was launched. Other new products were launched during the year, including: Postaprotezione SiCura, which guarantees payment of medical expenses relating to surgical operations carried out at public and private medical treatment centres due to accident or illness; and Postaprotezione Casa Special which, within the scope of fire insurance, provides for payment of bills in the event that unforeseen circumstances render a customer unable to meet household expenses, but also excludes earthquake insurance.

Service quality and customer satisfaction Customers are the core focus of Poste Italiane SpA’s quality policies, and listening plays a vital part in providing optimum service to all the Company’s customers. Achievement of these objectives is also pursued via dialogue with consumers and swift and easy settlement of disputes.

Social sustainability

79

The quality of the Universal Postal Service The Universal Postal Service meets strict quality and efficiency standards, defined in terms of delivery times nationwide, which is annually checked by the communications industry regulator (AGCom). The International Post Corporation (IPC) carries out a parallel check on international mail. In order to check the quality of Priority Mail, both organisations use companies that constantly monitor delivery times by sending “test letters”. Poste Italiane SpA also carries out an internal check on the quality of service provided, in order to rapidly identify difficult situations and immediately implement the necessary corrective measures. The diagnostic system is managed by an external company with ISO 9001 certification. This enables recording of end-to-end delivery times, and tracking of the test letters through the delivery process, as some of them have been tagged with RFID (radio frequency identifier) devices. Together with statistical monitoring systems, thanks to technological innovation Poste Italiane SpA has launched a rapidly evolving quality measurement systems programme, which enables the tracking of large mail deliveries to check the quality of service provided (from mailing until delivery by postmen and women).

2011 Prioritary Mail* International Mail** inbound outbound Registered Mail*** Insured Mail***

2012

Delivery within 1 day

Target 89.0%

Actual 94.7%

Target 89.0%

Actual 92.9%

3 days 3 days 3 days 3 days

85.0% 85.0% 92.5% 94.0%

92.9% 91.3% 93.8% 98.9%

85.0% 85.0% 92.5% 94.0%

92.0% 89.6% 94.9% 98.8%

Actual 97.6% 94.5% 99.7%

Target 94.0% 90.0% 98.0%

* Based on data certified by IZI on behalf of Agcom. ** IPC - UNEX End-to-End Official Rule data. *** Monitored by the electronic tracking system.

2011 Standard Parcels Postacelere Express Delivery Paccocelere

Delivery within 3 days 1 day 3 days

Target 94.0% 90.0% 98.0%

2012 Actual 96.8% 88.7% 99.3%

All products are monitored with an electronic tracking system.

sustainability report

2012

80

The quality of contact with customers Contact with customers is the most important opportunity for dialogue that enables assessment of customer relations performance. Customer Services continues to provide effective access to customers as well as support to business functions, traditional commercial channels and Group companies in the management of information, promotional and commercial activities, and after-sales services. The activities of the “Poste Risponde” Contact Centre, which plays a key role in customer relationship management and in supporting business functions and Group companies, continued during the year, involving the handling of 18.3 million contacts. In addition to customer relationship management regarding financial, postal and online services, the main services provided in support of internal Group activities regard: ■■ assistance to the post office network regarding regulations; ■■ operational support and assistance with commercial offerings; ■■ after-sales services and assistance to post offices regarding Poste Vita, Poste Assicura and Poste Mobile products; ■■ customer care for Poste Shop products. Contact data analysis is always conducted via systematic monitoring with the assistance of Customer Relationship Management (CRM) tools, which enable identification of problems and the drawing up of action plans to improve the claims reception process and customer assistance services.

Social sustainability

81

Customer satisfaction surveys In 2012 Poste Italiane SpA, in compliance with art. 5 of the Regulations regarding publication and dissemination of surveys via mass means of communication approved by the Communications Industry Regulator with Resolution no. 256/10/CSP, published in Official Gazette GU no. 301 of 27 December 2010, used the services of three leading market research companies to carry out customer satisfaction surveys regarding certain products and services offered.

Barometer survey on post offices Ipsos Srl was commissioned by Poste Italiane SpA to carry out a “Barometer survey on the service provided at post offices”. The survey was carried out throughout Italy (5,230 interviewees) in November/ December 2012. The level of customer sample representativeness9 stood at 95%, and the margin of error regarding the survey results ranged from +/- 0.3% to +/- 1.3%; the survey was conducted via faceto-face interviews. Completed interviews Refusals/Replacements Total contacts

5,230 3,945 9,175

57% 43% 100%

Customer satisfaction survey of BancoPosta account holders Doxa SpA – Milan was commissioned by Poste Italiane SpA to carry out a customer satisfaction survey regarding BancoPosta current accounts. The survey was carried out throughout Italy from 27 November to 21 December 2012, involving 2,100 interviewees. The complete document regarding the survey is available at: www.agcom.it.

Customer satisfaction survey on Poste Italiane’s Contact Centre In 2012 Istituto Piepoli SpA carried out a survey via telephone interviews using CATI (ComputerAssisted Telephone Interviewing) methodology, aimed at monitoring customer satisfaction regarding Poste Italiane’s Contact Centre. The survey was based on a sample of 2,049 customers who called the Contact Centre the day prior to the interview. The results of the survey revealed overall customer satisfaction regarding the service provided by Poste Italiane SpA’s Contact Centre, with a score of 7.8 (average figure on a scale from 1 to 10).

9 The sampling method used provided for multistage stratification (3 stages). The RIM weighting method (Random Iterative Method) was applied to the sample for turnout and branch variables.

sustainability report

2012

82

Results of the surveys Customer satisfaction regarding some Poste Italiane SpA channels and services

8.1 7.8

Retail Private Customers at post

7.8

Contact Centre

BancoPosta account holders

The results are shown on a scale from 1 to 10 Overall customer satisfaction regarding post offices

The results are shown on a scale from 1 to 10

Overall customer satisfaction regarding post office waiting times

The results are shown on a scale from 1 to 10

Social sustainability

83

Overall customer satisfaction with service provided at post offices 2012 Overall satisfaction Post offices

2011 7.8

Satisfaction with products/services purchased at the counter

8.0

Overall rating of operator’s service

8.2

Overall rating of office organisation

7.5

Overall rating of communication materials

7.4

7.7 7.9 8.1 7.4 7.3

The results are shown on a scale from 1 to 10 Overall customer satisfaction regarding the BancoPosta current account

8.1

8.0

BancoPosta Traditional Total BancoPosta n=600 account holders

8.2

BancoPosta Più n=900

8.1

BancoPosta Click n=600

n=2,100

The results are shown on a scale from 1 to 10

Once again in 2012 the Group company PosteMobile achieved positive results in the periodic surveys aimed at monitoring the perceived quality of services offered. The score of the “cold” customer satisfaction survey carried out by Doxa, involving customer interviews some time after the last call centre contact and using a representative sample of customers in accordance with the CATI (Computer-Assisted Telephone Interviewing) method, stood at 8.33 (on a scale from 1 to 10), thus confirming PosteMobile’s leadership in the telecommunications sector. The net promoting score, namely the indicator that measures satisfied customers’ propensity to promote the services offered by PosteMobile, was also excellent at 44%, slightly up on the two previous years. During the year the company also monitored customer satisfaction regarding new channels. According to the monthly survey, Blogmeter10, in the last quarter of the year PosteMobile was consistently number one in Italy in terms of response times to questions posted by customers via Facebook, guaranteeing times of less than one hour.

10 Blogmeter provides a social media monitoring service based on a technological platform, which enables analysis of what’s being said online about a specific issue, company or brand.

sustainability report

2012

84

Complaints Complaint management is a vital and critical activity for Poste Italiane SpA, as it represents an important opportunity for contact and dialogue with customers, which enables implementation of actions to improve service quality and enhance customer satisfaction. With regard to making a claim relating to postal services, the Quality Charter, which is available at all post offices and on the website at www.poste.it, gives a detailed description of the method of submission and the related deadlines, the types of complaint, the method of reply and related deadlines, and the compensation provided. In the event of failure to meet product and service targets, Poste Italiane SpA has introduced simple, transparent procedures and precise timeframes for dealing with complaints and any compensation or refund due. The ease with which customers may submit a complaint is ensured by the possibility of using a variety of channels free of charge, including: ■■ the landline Customer Services freephone number 803.160; ■■ internet, via the web centre “Contact us” section at www.poste.it; ■■ sending a letter to the dedicated PO box C.P. 160, 00144 Rome; ■■ at a post office, by filling in a complaint form, to report a specific problem. The quality of claims management, together with ongoing staff training, enables response times that are in line with the standards of other leading European operators. For BancoPosta products, the submission and management of claims is governed by the BancoPosta Claims Regulations, which are published in the Official Gazette and on the website at www.poste.it. Complaints must be submitted in writing (by post or fax) or by e-mail, including via a specific form available at all post offices and on the www.poste.it website in the “Poste Risponde” section.

BancoPosta The structuring and organisation of the BancoPosta Complaints Management function (established in 2009) continued during 2012. These activities were aimed at providing customers with swift and exhaustive responses and rapid response times in accordance with legislation, tracking all the key elements of a complaint via a specific BancoPosta Banking Complaints Database, which enables registration of the identifying elements of a complaint (details regarding the complaining customer, date of receipt of the complaint, product or sub-product concerned, date of response and related outcome). This enables accurate monitoring of response times, via targeted retrieval, as well as identification of any potential problems, thus facilitating adoption of appropriate countermeasures. Monthly statistical reports regarding complaints received and response times are also prepared for senior management. A similar document is produced to monitor the progress of appeals to the Banking and Financial Ombudsman. Indeed, as well as containing information provided for by law (for example, how to take a case to the Banking and Financial Ombudsman), all the reply letters use clear and simple language that may be easily

Social sustainability

85

understood even by customers who are not experts in the field. Each reply letter, as well as being written in clear and easily understandable language, also indicates the possibility of resorting to the Financial and Banking Ombudsman, the Banking and Financial Mediator or the BancoPosta Mediation procedure if satisfaction is not obtained. In 2012, as in previous years and in accordance with legislation, online and classroom training courses were provided to BancoPosta Complaints Management staff at the various levels to ensure that they are kept up to date with the related legislation. These initiatives enabled management of a higher number of complaints than in the previous year, registering a rise from 17,940 in 2011 to 28,632 in 2012, marking an increase of 60%. This was partly due to the growth in online payment transactions, which rose from 18 million in 2011 to 21 million in 2012.

Postal services In terms of Postal services, a total of 44,202 domestic complaints were received regarding products supplied within the scope of the Universal Postal Service in 2012, registering a 41% decrease on the number of complaints received in the previous year (75,292 in 2011), while international complaints amounted to 10,754 (inbound and outbound). The decrease was primarily due to consolidation of the reorganisation project regarding provision of the postal service five days a week (Progett8Venti). The main reasons for poor service are those laid down in the Quality Charter: ■■ late delivery; ■■ failed delivery; ■■ damage or tampering. Regarding complaint management procedures, Poste Italiane SpA is committed to dealing with a complaint and notifying the outcome to the customer within 40 working days of its submission.

sustainability report

2012

86

Conciliation procedure The conciliation procedure entails out-of-court settlement of disputes, carried out in collaboration with consumer associations recognised in Italy by the Ministry for Economic Development. The procedure is aimed at reaching an amicable settlement of disputes, with the consequent reduction of litigation and greater satisfaction for customers who complain. Consumer associations are actively involved in conciliation via participation in periodic roundtables, which aim to draw up amendments to the procedure and related communication initiatives directed at customers. Information regarding the conciliation procedure is available on the website www.poste.it, via the 803.160 Call Centre, or by directly contacting the consumer associations that have signed the related memorandum of understanding. The terms and conditions of conciliation for postal and BancoPosta services, the postal products Quality Charter, the financial and postal services complaint form, and the Consumer Code may also be downloaded from the website, and links to related websites are also provided. The indicators that measure the effectiveness of the conciliation procedure are based on monitoring of case settlement times, the outcomes of discussions, and the number of favourable articles published by local and national press. During 2012, 1,340 postal conciliation applications were submitted to nine regional conciliation committees, marking an increase of 60% compared with 2011 (836). Of the 756 applications discussed (430 in 2011), agreement was reached between the parties in 94% of cases (settlement was not reached in 44 cases). The BancoPosta conciliation procedure deals with disputes regarding BancoPosta current accounts (only natural persons). In 2012 the Committee received 110 applications, marking an increase of 53% with respect to 2011, while the number of cases discussed stood at 126, up 54% on 2011. The conciliation procedure regarding PosteMobile was launched at the end of 2010 with the signing of an agreement by consumer associations and deals with problems relating to traditional mobile electronic communication services, activation malfunctions and SIM cards/services; telephone top-ups; telephone traffic credits/debits; and after-sales services. In 2012, 37 applications were discussed, of which 95% resulted in a positive outcome; only 2 cases were not settled due to a lack of common ground for agreement. Finally, the conciliation procedure for post offices was launched on 1 July 2011, following computer problems that in early June 2011 caused temporary delays in carrying out transactions at some post offices. The procedure is valid for all consumers if documentary evidence of financial damage can be provided, with respect to the following areas: impossibility of making a payment, impossibility of withdrawing cash, and impossibility of sending recorded parcels and mail, as well as any other dispute the parties may mutually agree to evaluate. A total of 234 applications were discussed in 2012.

Social sustainability

87

Relations with consumer associations Poste Italiane SpA has been actively involved in consumer issues since 1999 and has established collaborations with several consumer associations that belong to the CNCU (National Council of Consumers and Users). The Company is also a founder member of the Consumers’ Forum, an independent association whose members include the leading consumer associations, several manufacturing and service companies, trade associations, institutions, universities and research centres. The Association aims to overcome the difficulties involved in the dialogue between consumer associations and companies, in order to encourage the search for product and service quality and improve conciliation procedures regarding consumer disputes. The Company website also has a dedicated section called “Poste and Consumers” (accessible via the “Who We Are” page), which provides details of the corporate mission regarding the consumer protection sector and describes all the initiatives carried out over the years in collaboration with consumer associations.

The “Talking to consumers - A fruitful consensus” initiative In confirmation of the attention paid by the Company to its customers and consumer issues, the fourth national roadshow, called “Talking to consumers - A fruitful consensus”, was held in 2012. A total of 20 meetings were held in all the major regional cities, during which the results of the survey “Consumer associations take a look at Poste Italiane” were presented. Information on the work carried out was gathered via a questionnaire that was sent to all the representatives who subsequently took part in the meetings. The meetings provided an opportunity for listening and dialogue between local associations and the Company in order to identify improvement and growth areas, as well as to receive specific feedback from the local associations on the Company.

Dialogue with consumer associations In 2011 the CEO of Poste Italiane SpA and 19 representatives of the consumer associations that belong to the associations’ Advisory Committee signed a framework agreement that defined rules for dialogue and established Cantiere consumatori, a permanent advisory working group including the Company and the consumer associations, aimed at constantly improving the quality of the products and services offered to customers. A representative from each association participates in the periodic meetings of the Cantiere consumatori. In addition to priorities connected with constant improvement of the overall quality of Poste Italiane’s products and services, the agreement governs relations between the Company and the consumer associations and establishes relational procedures designed to foster transparency and standard precautionary information for the benefit of consumers. Ten consultative roundtables were held in 2012, which dealt with various matters, including: examination of the draft document on quality, delivery of the consumer report, presentation of initiatives to prevent and combat IT fraud, organisation of delivery services and restructuring of the price list for the payment of bills using payment slips.

sustainability report

2012

88

Use of technology in ensuring security and efficiency The security of IT assets is an essential component in safeguarding corporate assets, and is viewed by final customers as a hallmark of the products and services offered, especially in a context where a growing number of increasingly sophisticated tools and methods are being used to hack IT systems and hightech services. The IT segment includes an IT Security Services Centre with technical expertise in the field of IT assets (Information Security), including for Group companies, which is responsible for defining security requirements for technological services and ensuring their correct implementation by providing designs for cross-cutting Information Security and prevention infrastructure and managing malfunctions. The Centre operates in close contact with the Information Security Steering Committee and the Operating Committee, set up as part of the initiative aimed at safeguarding IT assets. Security & Safety also includes the Information Security function, which is responsible for defining and issuing Information Security policies, standards and guidelines, and monitoring and checking the correct application of an Information Security strategy focused on risk management, as well as promoting it and contributing towards its development, and also collaborating on activities relating to the Cybersecurity & Electronic Crime Task Force. Against this backdrop, the activities of the programme aimed at drawing up, at Group level, a governance model for IT assets (Information Security Governance) continued in 2012. In particular, InfoSec Risk Management (ISRM) methodology was developed. By following the entire life cycle of a new service, this enables assessment of impacts deriving from the failure to meet requirements regarding privacy, integrity and the availability of data managed by it, and provides the necessary security requirements to mitigate the level of exposure to potential internal and external threats. A catalogue of information security management services and applications was also prepared, providing a summary of the state of security of the Poste Italiane Group’s IT systems and enabling the update of the criticality level of services, applications and IT infrastructure, as well as quantification of their exposure to risk. The “Evoluzione CERT” project (Computer Emergency Response Team) was launched, with the primary aim of providing integrated oversight of the management of incidents, IT risk and cybercrime prevention, in support of the identification, management and resolution of security problems relating to the services provided and infrastructure vulnerabilities. Regarding data protection, a working group was set up to prepare adequate solutions aimed at guaranteeing that business activities include correct management of customers’ consent to process their personal data, and that the data storage times laid down by the Data Protection Authority are respected.

Social sustainability

89

Finally, a series of activities was launched with the aim of guaranteeing a higher level of governance for the process of managing security incidents (Incident Management) and establishing adequate reporting of the managed events. Regarding security upgrades of technological infrastructure, Poste Italiane SpA awarded the following contracts after European tenders: “Progressive development of the Identity Management platform”, aimed at providing Poste Italiane SpA with a new corporate identity management system11 solution, and “Log management solutions12 for management of system administrators and users with a high level of Poste Italiane privileges” to enable evolution of the current infrastructure, by improving the security of the administrative user management of systems that provide particularly critical services for corporate operations, in compliance with Data Protection Authority directives. Moreover, with regard to the Security Design and Engineering function, a contract was awarded after a European tender for the construction of the ICT security incident management platform – the Poste Italiane SpA Information Management and Security Events System (SIEM). This will enable the monitoring and analysis of IT security events in real time, with implementation of a classification by type and degree of danger via sophisticated recording and correlation algorithms.

11 Integrated systems regarding technologies, criteria and procedures that enable organisations to facilitate – and at the same time monitor – user access to applications and critical data, while protecting personal data from unauthorised access. 12 In practical terms, after appointing administrators, a company or organisation should acquire a log management system, which is able to track system administrators’ access to the various devices and applications they manage, and store data securely for a minimum period of six months.

sustainability report

2012

90

Customer security: Anti - phishing initiatives Although less frequent than in the recent past, online fraud, or phishing, continues to represent one of the criminal technologies that is most widespread, sophisticated and difficult to deal with when it comes to safeguarding the business. Poste Italiane has for some time adopted a series of organisational and technological counter-measures to prevent, manage and fight this type of crime, such as activation of the Alert Centre, whose tasks include recording any phishing attacks on Poste Italiane customers, by promptly implementing all possible actions to combat them. In 2012, 5,193 phishing attacks were foiled, leading to the shutdown of 1,963 clone websites, with a daily average of around 7 shutdowns: in 60% of the cases dealt with, the clone websites were shut down within 24 hours, and in the remaining cases within an average of 45 hours, thereby thwarting potential financial damage estimated at around €4.35 million. Moreover, at the end of 2012 the external Anti-phishing Incident Response service was activated, aimed at shutting down Poste Italiane clone websites outside the normal working hours of Alert Centre staff. The initiatives implemented by the Company aimed at increasing and disseminating a culture of security, by providing information to customers on possible attempted fraud and upgrading strong authentication device systems in order to step up the security of online banking systems, also continued. To this end, planned activities were completed aimed at ensuring the security of BPIOL, BPOL and Postepay internet payment channels, which introduced new strong authentication systems13: digital signature for the BIPIOL service; for Postepay a different password for each transaction; and for the BPOL service a Personal Card Reader electronic device. Following implementation of these procedures, the average success rate for phishing attacks has been especially low, with around 1.2% of the total number attributable to the BancoPosta online (50.27%) and Postepay (49.73%) domain names.

European Electronic Crime Task Force The activities of the European task force set up to combat electronic crime, called the European Electronic Crime Task Force (EECTF) continued in 2012. The task force derives from a 2009 agreement between Poste Italiane SpA and the United States Secret Service14 and the Department of Public Safety of the Ministry of the Interior. The Task Force aims to build a European level strategic alliance among public institutions, police forces, academia, the judiciary and high-profile companies in the cybercrime sector, with a view to identifying, suppressing and criminally prosecuting activities connected with cyber crime, by highlighting protection and countermeasure best practices for the benefit of the entire community.

13 Strong authentication is based on joint use of two separate authentication methods: the use of only one element, for example a password, is considered to be weak authentication. 14 The United States Secret Service is a US government agency primarily established to prevent and investigate forgery of the Unites States currency and crime and financial theft, as well as to protect the president and vice-president of the United States and their families.

Social sustainability

sustainability report

91

2012

92

OUR SUPPLIERS The procurement process is organised in such a way as to enable the Company to respond to legal provisions and the complex requirements of the internal audit system, as well as the standards connected with effective corporate risk management. Contracts are awarded in accordance with the procedures provided for by Legislative Decree 163/2006 and subsequent amendments and additions, the Code regarding public works, service and supply contracts, in compliance with the Internal Regulations. Companies wishing to tender for works, supply and service contracts of any amount, including sub-contracts: ■■ should be in a position to satisfy the exclusion criteria for the call for tender; ■■ must comply with formal and basic obligations regarding health and safety at the workplace, and with provisions regarding the employment of disabled people (Law 68 of 12 March 1999); ■■ during the tender and contract award phase, must also provide evidence that they have duly paid all social security contributions. The tools proposed for supporting this policy and disseminating its guidelines include preparation of Internal Regulations and a Supplier Register, which is expanded to include new product categories each year.

Poste Italiane SpA’s procurement management is based on certain key principles: adoption of a single policy for the procurement of goods, works and services, in accordance with the principles of efficiency, effectiveness, thrift and transparency; adoption of competitive procurement procedures, in line with current regulations; adoption of appropriate procedures for selecting potential suppliers in terms of their size, location, structure, technology, productive potential, financial reliability and economic stability; taking of due precautions to avoid situations of excessive risk in allocating supplies to individual suppliers; adoption by all members of staff involved in procurement procedures of conduct that complies with Company policies, internal procedures, the 231 Organisational Model, the Code of Ethics, national and international laws and regulations, and especially the principles set out in the “Internal regulations for the award of works, service and supply contracts”.

Social sustainability

93

The Suppliers and Partners Code of Conduct In the belief that commercial relations based on transparency and ethical negotiating principles can help to increase the effectiveness of its business processes and competitiveness, the Poste Italiane Group has defined an organic and widely used responsible management system. From this standpoint, and as a natural spin-off from the Group’s Code of Ethics, which sets out the principles and defines the guidelines for the conduct of staff and partners operating on behalf of Group companies in internal and external relations, some years ago a Suppliers and Partners Code of Conduct aimed at governing relations with these stakeholders was defined. This decision, which confirms the Group’s commitment to an ethical approach to doing business, also aims to encourage the steady spread of ethical principles and corporate social responsibility among parties positioned along the Group’s supply chain. The Code thus sets out the ethical and social guidelines to be followed by all companies participating in tenders and any sub-contractors, including consultants, professionals and external partners, as well as partners of Group companies. In particular, with a view to adopting impartial conduct centred on transparent assessment of suppliers, the Code, which can be downloaded from the website www.poste.it, must be signed and accepted by all participants in bidding procedures and forms an integral part of all contracts awarded. In order to qualify for inclusion in the Supplier Register, all business operators are also asked to sign it.

sustainability report

2012

94

Supplier Register The Internal Regulations regarding procedures for awarding works, service and supply contracts provide for use of the Supplier Register, which was established in 2007. Suppliers are selected in terms of their actual and potential capacities to meet the Company’s quality and competitiveness requirements, with a view to raising suppliers’ quality standards and speeding up procurement processes, thus guaranteeing transparency in the marketplace. The qualification system may be accessed by all business operators with the necessary participation requirements, without any time limits regarding submission of enrolment applications. The system is based on a criterion of incremental coverage of product procurement categories, for which a qualification process for suppliers is applied. The qualification system is currently aimed at suppliers of the following: ■■ ICT hardware; ■■ ICT software; ■■ ICT Information Technology Services; ■■ Postal Product Delivery Services and Ancillary Services; ■■ Delivery, Collection and Transport of Postal Items, and Additional Services; ■■ Cleaning and Sanitation Services; ■■ Training Services; ■■ Market Research and Surveys; ■■ Air Transport Services; ■■ Contact Centre Services; ■■ E-procurement Services; ■■ Multi-service Maintenance Services; ■■ Firefighting Equipment Maintenance Services; ■■ Metalwork Products; ■■ General Works 1 – “Civil and industrial buildings”; ■■ General Works 2 – “Restoration and maintenance of listed buildings”; ■■ General Works 9 – “Electric power plants”; ■■ General Works 11 – “Technological plants”; ■■ General Works 12 – “Environmental reclamation and protection”; ■■ Specialised Works 3 – “Waterworks”; ■■ Specialised Works 4 – “Electromechanical transportation equipment (lifts)”; ■■ Specialised Works 5 – “Pneumatic and anti-intrusion systems”; ■■ Specialised Works 8 – “Waterproofing”; ■■ Specialised Works 28 – “Heating plants”; ■■ Specialised Works 30 – “Internal, electrical, telephone, radio and television equipment”.

Social sustainability

95

The assessment model analyses three main areas: ■■ general moral and professional suitability; ■■ economic and financial requirements, assessed via financial indicators; ■■ technical and organisational requirements, predetermined in accordance with minimum technical characteristics to guarantee that services are in line with the required standards. Currently, on enrolment in the Register, suppliers must declare their willingness to be audited as part of the qualifying phase, as well as during service provision if they are awarded a contract. Data gathering for all the Registers regarding all active categories continued in 2012. Two new categories, “Multi-service Maintenance Services” and “Firefighting Equipment Maintenance Services”, and a new Suppliers Register in the “Works” section, which modified certain qualification requirements, were established. In particular, for the two new product categories, in addition to the qualification requirements regarding specific areas of activity (turnover, contract or service references), as for the Works categories, new requirements were introduced regarding achievement of specific thresholds for certain financial indicators (liquidity ratio, short-term debt, ROI, ROS, value of production versus cost of production, shareholders’ equity), and possession of specific certifications (UNI EN ISO 9001 or VISION 2000 - quality management systems certification, UNI EN ISO 14001 - environmental management systems certification, OHSAS 18001 - occupational health and safety certification, and SA8000 - social responsibility). Regarding the last two, any business lacking such certification will be required to apply for it within three months of qualification and undertake to obtain it within 18 months of qualification. Regarding qualification for enrolment in ICT categories, businesses’ adoption of green IT strategies and/ or adoption of corporate sustainability improvement initiatives are also assessed and rewarded. These include the use of low-power electronic devices, use of recycled paper for more than 50% of printed output, use of telecommuting, raising staff awareness regarding environmental issues and reduction in the use of polluting and/or toxic substances. Management of all the main categories (ICT, Delivery, Collection and Transport of Postal Items, Cleaning and Sanitation Services, Multi-service Maintenance Services, Firefighting Equipment Maintenance Services, Works) is fully digital and integrated with PosteProcurement, the Company’s procurement portal for online calls for tender, and for the categories involving large numbers of operators, provides for outsourcing of the initial processing of Register enrolment applications, with a view to optimising and computerising the entire contract award process. During the year the procurement portal was also enhanced with new technical and procedural functions, in order to optimise the supplier and internal user experience and improve the efficiency of internal procedures.

sustainability report

2012

96

E-sourcing The provisions of the new Public Contracts Code (Legislative Decree 163/2006, as amended) have substantially modified the previous legislative framework, by unequivocally ratifying the importance of the new e-sourcing tools and giving them a clearer legal identity. Presidential Decree 207 of 5 October 2010 (execution and implementation regulations of Legislative Decree 163/2006) has further promoted the use of electronic tools for procurement procedures, including detailed regulation of electronic bidding methods. These tools offer a viable alternative to traditional forms of procurement, and may even be preferable for certain procurement categories. The use of online tools has primarily enabled the Parent Company to optimise processes and obtain greater savings on initial bid prices than with a traditional call for tenders, as suppliers gradually become more familiar with the new methodology. This has enabled steady consolidation of contract bid procedures that are managed online and increasing use of this negotiation platform. Widespread use of digital signatures by suppliers who are submitting contract bids also occurs within this context. At the same time, the project was extended to other Group companies which, by using the procurement website, have developed their own online procurement methods and solutions. Therefore, use of the Posteprocurement portal in 2012 enabled almost all contract award procedures to be carried out electronically, as well as the consequent dematerialisation of tender documents (sending out contract award notification letters, and the receipt and management of all the necessary documents for execution of a contract, etc.), thereby making a substantial contribution to energy saving. Finally, use of the contract tender procedure via the dynamic procurement system launched in 2009 for the leasing of Company vehicles was stepped up in 2012, and the procurement system for IT consumables and other EDP (Electronic Data Processing) equipment, for both Poste Italiane SpA and Group companies, as well as for stationery supplies and the heating oil used in Poste Italiane SpA’s buildings, continued.

Green Public Procurement Once again in 2012 Poste Italiane SpA launched specific tender procedures that implemented Green Public Procurement (GPP) criteria during the phases of the procurement process. GPP provides for the inclusion of Minimum Environmental Criteria within all phases of the procurement process, and encourages the dissemination of environmental technologies and the development of environmentally-friendly products by seeking and choosing outcomes and solutions that have the lowest possible impact on the environment throughout the life cycle. During 2012, via Ministerial Decrees, the Ministry of the Environment introduced Minimum Environmental Criteria to be adopted in awarding the following types of contract, which Poste Italiane SpA has incorporated within the phases of the procurement process: ■■ cleaning service and supply of cleaning products; ■■ procurement of road transport vehicles; ■■ energy services for buildings – electric lighting and power – heating/air conditioning.

Social sustainability

sustainability report

97

2012

98

OUR COMMUNITY Legislative initiatives at national and EU level, and evolution of the demands of the non-profit sector, have defined a new scenario in which the Company is called on to play a more dynamic role. Special efforts are requested from private public service operators, who have to take social inclusion issues into account, in order to mitigate the negative effects of the current economic crisis. Therefore, Poste Italiane SpA is seeking to provide support for activities of social, cultural and environmental interest, via social marketing tools. These tools, which are applied through corporate giving agreements, such as sponsorships with a high level of social content and joint fundraising initiatives, that tend to focus on promoting social well-being, as a competitive factor, in order to achieve corporate objectives. The course of action adopted focuses on the following themes:

■■ culture and research, via contributions to the New Research Centre at the Bambin Gesù Children’s Hospital in Rome, the granting of scholarships for research into regulated credit guarantee consortia, and renewal of the partnership with the National Academy of Santa Cecilia and Italia Camp to support talented young people;

■■ the environment, via participation in the Italian Environmental Fund Spring Day, and restoration of artistic heritage in the offices of the District State Attorney in Naples and the State Attorney General’s office in Rome;

■■ solidarity and social inclusion initiatives, via remote adoptions in the village of Charawe in Zanzibar; and the launch of the UNHCR Routine is Fantastic and Italy Loves Emilia campaigns in support of earthquake-affected areas. Effective use of information tools and channels in dialoguing with the various stakeholders was linked to these activities, as explained in the paragraphs below. Based on ever evolving communication requirements, cinema and television product placement, which is a tool for strengthening all the Group’s communication channels, was implemented. Examples include “Benvenuti al nord,”, the sequel to “Benvenuti al Sud” and “Il sole dentro”, which will be the subject of a special event at the seat of the European Parliament to be attended by the President of the European People’s Party and the Speaker of the House. In the future as well, the aim is to contribute towards making the value creation process ever more integrated and in line with the pursuit of corporate objectives.

Social sustainability

99

Philately The philately programme for the year featured many commemorative issues , including these highlights: the 150 th anniversary of the Italian lira, the 150 th anniversary of Poste Italiane, the 1700 th anniversary of the Battle of the Milvian Bridge, unity and Italian surgery, and the Milan 2015 World Expo. Italian art and culture were celebrated in stamps featuring Trani Cathedral, in Aligi Sassu, the Baths of Pope Boniface VIII in Fiuggi and the Cathedral in Fermo. The “Made in Italy” series included: a sheet of 15 stamps dedicated to fine Italian wine and food, “DOCG wine”; an ordinary stamp dedicated to the Old Pharmacy of Santa Maria Novella, in commemoration of its 400 th anniversary; and stamps dedicated to the Art of Pottery. In 2012 the highly successful series “Stamps from Italy” (33 sheets) came to an end, and in December, in collaboration with Bolaffi, the new series “Once upon a time we had the lira” went on sale at post offices and Spazio Filatelia outlets, including historic Italian stamps and coins. In addition to organising the customary national philatelic events, MilanoFil and RomaFil, in 2012 Poste Italiane took part in international philatelic events in the Czech Republic (Prague), Germany (Sindelfingen) and France (Paris). Finally, in addition to the “Philately and Schools” project , involving around 15 thousand pupils from elementary and middle schools, a new social project called “Philately in Prisons” was presented which, through the spread of stamp collecting in prisons, aims to help prisoners in the process of rehabilitation and reintegration within civil society, via a hobby that becomes an instrument of knowledge. In 2013 the project was implemented with the signing of an agreement between the Company and various institutions. The agreement derives from an experiment carried out in 2010 at Bollate Prison at the instigation of a group of prisoners who are keen stamp collectors. Stamp collecting gave the prisons the chance to delve deeply into subjects and issues of great cultural significance.

sustainability report

2012

100

Historical archives In 2012 the activities of the historical archives made a substantial contribution to the project carried out to commemorate the 150 th anniversary of Poste Italiane. On the occasion of the anniversary, a multimedia exhibition, called “150 years dedicated to the future” was set up, which enabled visitors to retrace and relive the key phases in the Company’s history via photographs and films, which were digitised and catalogued in partnership with the Luce e Alinari Institute. In addition, around 100 characteristic historical items, which are normally kept at the Communications Museum at the Ministry of Economic Development, were put on display. These items included post office signs, Regie Poste mailboxes, telegraphic apparatus, scales and various kinds of equipment used in post offices at the beginning of the 20th century. The history of Poste Italiane, from the unification of Italy to the present day, was narrated by the voice of Corrado Augias in more than 20 films, with total footage of around 60 hours, broken down into themes and shown on large touchscreen monitors. The historical archives joined forces with the journalist and his collaborators on preparation of the scripts and selection of the scenes and photographs, providing support to the research via documents kept in the archives. The film narrative was enriched and complemented by the display of the items described and their contextualisation. The exhibition, which was inaugurated in Rome by the President of the Republic and leading institutional figures, was later staged in Turin and Venice. It received more than 20,000 visitors, and the presence of many schools and young people was a tangible sign of appreciation for the educational value of the historical narrative and the striking future scenarios displayed at the exhibition. The photographic images from the historical archives also featured in the stamps issued to commemorate the 150 th anniversary of Poste Italiane. The most significant were collected in a photographic volume, broken down into themes to tell the story of Poste Italiane’s past and present. Photographs and films from the archives were also selected to set up a travelling exhibition to tour the largest post offices in certain Italian cities. Thematic display panels were used for the photographs and a video totem to show the films.

Social sustainability

101

Charitable initiatives In 2012 Poste Italiane SpA supported many social initiatives, including the following.

Save the Children Poste Italiane SpA is supporting Save the Children’s “Every One” campaign, a huge international initiative that aims to put a stop to infant mortality. The campaign aims to contribute to achieving the fourth Millennium Development Goal, set out and signed in 2000 by the Member States of the United Nations: to reduce infant mortality by two thirds by 2015. In particular, in order to support mother-child health projects in Malawi, one of the beneficiary countries of the “Every One” campaign, during the period from 25 February to 24 March 2012 it was possible to guarantee assistance to 26,000 pregnant women and their newborn infants by collecting €1 donations made by PosteMobile customers via SMS. In addition, account holders who took part in the Conto BancoPosta loyalty programme were able to redeem their reward points by supporting Save the Children projects that benefit children around the world.

Letters to Father Christmas The traditional “Letters to Father Christmas” initiative was enriched by a new development. On this page of Poste Italiane’s website, www.poste.it/letterinedibabbonatale, after finishing a little game that reveals the address of Father Christmas, children were able to write and send their own Christmas letters. The game consisted of finding Father Christmas’s hat, which had been blown away by the wind, hidden among letters sent by children in previous years, and ended with a message saying that how much Christmas presents are worth is not that important. Together with the online initiative, the gathering of paper letters addressed to Father Christmas found within the postal system continued. Every year the Company’s postmen and women deliver around 110,000 reply letters including a small gift.

sustainability report

2012

102

National Food Collection Day The non-profit Food Bank Foundation organised the 16th National Food Collection Day. Since 1997 the initiative has provided an important opportunity to involve and raise the awareness of civil society regarding the issue of poverty by inviting people to shop for those in need. On this day, across a vast network of supermarkets involved in the initiative throughout Italy, customers may donate a portion of their shopping to meet the needs of poor people. Poste Italiane SpA supported the initiative by making available a Company vehicle in each province and three vehicles in each main regional city to transport the food collected at supermarkets taking part in the initiative. The Company’s efforts were not limited to logistical support and continued via involvement of customers and staff. Posters were displayed at post offices to raise customers’ awareness and, via an internal communication campaign, staff were invited to join the initiative, either by volunteering in supermarkets, or driving postal vehicles.

Siticibo programme Siticibo is a non-profit Food Bank Foundation programme aimed at collecting surplus cooked and fresh food from company canteen, hospital and school catering facilities and donating it to those most in need. Every year food worth €250,000 goes to waste in company canteens in Rome, but thanks to the Siticibo initiative around 25,000 people in difficulty have been helped out over the last two years. Poste Italiane SpA took part in the initiative in 2012 by authorising the collection of surplus food from the Company’s Rome EUR canteen. The food is put in special containers directly acquired by the Company, which are picked up and distributed each day by Food Bank volunteers to 70 social centres spread around the metropolitan area.

Centocose Association The non-profit voluntary Centocose Association operates in the Lazio region to promote and expand sports, recreational and cultural activities and volunteering. The Poste Vita group companies supported the Association’s annual training project aimed at primary and secondary school pupils, which saw participation by many schools, including meetings on issues such as raising awareness of and preventing bullying and alcoholism that were dealt with in a course on legality and volunteering.

Joan of Arc Association Poste Vita also helped to fund the international meeting on “Paedophilia: how to deal with it” held in Rome on the occasion of Universal Children’s Day under the auspices of the non-profit Joan of Arc Association. The event was organised after the recent inclusion of the crime of paedophilia in the Italian Penal Code. Lawyers and psychologists also took part in the meeting, in order to analyse its causes and implement the necessary measures to combat this widespread phenomenon.

Social sustainability

103

DONATE YOUR CHANGE Poste Italiane SpA renewed its collaboration with the World Food Programme to support school meals projects in Haiti and Benin via the “Donate your change” charitable initiative, which enables customers to donate the change from any postal or financial transaction carried out at a post office from 3 September to 3 October and/or donate an additional amount up to a maximum of €10.

POSTE ITALIANE TOGETHER WITH TELETHON Once again in 2012 Poste Italiane SpA joined forces with Telethon in supporting research to combat genetic diseases. The support to Telethon came about as the natural expression of the important social role that the Poste Italiane Group plays in the community on a daily basis. Its widespread nationwide presence, with at least one post office in each municipality, the Contact Centre, the Company website and the PosteMobile telephony operator, enable the Poste Italiane Group to make a vital contribution to social communication and fundraising activities. The Group made all its fundraising networks available for this important event. In particular, at all of the around 14 thousand post offices, customers were able to donate the change from any postal or financial transaction carried out at a post office or via PosteMobile by sending an SMS, and donate an additional amount up to a maximum of €10.

EARTHQUAKE IN EMILIA ROMAGNA Poste Italiane SpA promoted various initiatives to support people affected by the earthquake that hit Emilia Romagna in May 2012. Via a Company donation drive, books, stationery items, games and gadgets were collected and then donated for the setting up – in collaboration with the local Civil Defence – of two play areas inside the tent cities at the reception centres in the provinces of Ferrara and Modena. The Company also took part in the “Adopt a school initiative” launched by the Regional Education Department of Emilia Romagna, by helping to deliver 1,000 school kits to children from certain elementary schools, in order to help them to get back to normal as soon as possible. The Company also activated a “Poste Italiane for Emilia” postal current account, with payment facilities available, in addition to post offices, via PosteMobile and the website www.poste.it, with the fees due on the payments also being donated, while the donations collected on the current account for the “Italia loves Emilia” benefit concert helped towards the reconstruction of one or more schools. Finally, in order to guarantee access to Poste Italiane services (pension and salary payments, ready cash) for people affected by the earthquake, in May the Company set up mobile post offices in the worst-hit municipalities and arranged for pensions to be payable in other locations around the country.

SUSTAINABILITY REPORT

2012

environmental sustainability

sustainability report

2012

106

Poste Italiane SpA’s approach to environmental sustainability considers the environment to be the ecosystem where the Company operates and on which it has an impact in carrying out its day-to-day activities. The Company’s size and the number of staff employed require an ongoing, everyday commitment throughout the country, focusing on efforts to reduce energy consumption and protect the environment.

The Charter of Environmental Values The Charter of Environmental Values was produced in 2010 and is aimed at all people operating at Group companies on a permanent or temporary basis. It is designed to raise awareness of the impact that our everyday actions have on the environment. Therefore, the Charter is intended to publicise the Company’s environmental initiatives and promote the participation of individuals in actions designed to reduce the Group’s environmental impact through minor changes to day-to-day behaviour. In particular, the Charter sets out the principles that inspire corporate strategy with regard to environmental responsibility, including: energy saving, recovery and recycling, sustainable innovation and safety. To put these principles into practice, the Group pursues the following objectives: ■■ to diversify sources of energy and enhance the life cycle of raw materials via the prompt recycling of paper, plastic and printing products, such as ink and toner cartridges; ■■ to improve and develop technologies, the vehicle fleet and corporate infrastructure; ■■ to promote the use of renewable sources of energy and, more generally, promote high-efficiency self-production; ■■ to step up investment in research and technological development and promote the appraisal of “energy-consuming” assets in terms of life cycle assessment; ■■ to guarantee and develop adequate levels of safety and training; ■■ to promote energy saving processes via the contribution made by staff, connected with greater awareness of the correct use of the working environment and the “energy-consuming” tools that form part of that environment; ■■ to reduce greenhouse gas emissions. The Charter essentially breaks down into two sections: the first contains recommendations on the correct use of work tools; the second, called “Sustainable development at Poste Italiane SpA”, describes the environmentally friendly actions and projects that Poste Italiane SpA has already implemented. The Poste Italiane Group is committed to disseminating the Charter among all stakeholders and using all possible means to promote its application.

Environmental sustainability

107

Postel and PostelPrint’s FSC Standard for Chain of Custody certification The principles of good forest management and the protection of forests and the products derived from them are currently shared by a growing number of organisations, institutions and companies, who are increasingly aware of the social and economic importance of these issues. Chain of Custody certification 15, in accordance with standard FSC-STD-40-004 (V.2.1), which identifies the channel through which a product is commercialised, starting from the origin of the raw material, then through all the processes of transformation, until its sale and final use, ensures that the timber (or other derived products, such as cellulose, or even non-wood forest products) contained in the final product actually comes from a sustainably managed forest. In this regard, the Group companies, Postel SpA and PostelPrint SpA have set themselves the goal of commercialising products in an environmentally-friendly way. To do this they have opted to implement the FSC (Forest Stewardship Council) Chain of Custody management system, using stationery, periodicals and advertising materials, as well as raw materials, that derive from environmentally, socially and economically sustainable forests in the printing and enveloping of mail for third parties and in the paper sold. Efforts were thus focused on: ■■ choosing suppliers who comply with the specifications laid down by the FSC standard; ■■ checking declarations made by suppliers regarding the FSC certification of purchased materials; ■■ provide periodic staff training regarding controls to be put in place in order to ensure the traceability of certified products; ■■ provide for procurement of FSC certified raw materials; ■■ maintain Chain of Custody certification over time in order the guarantee the origin of FSC material via traceability, from the purchase invoice of the raw material through to the sales invoice of the certified product; ■■ suspend application of the FSC brand if a product is not required to comply with the provisions of the standard applicable to Postel SpA and PostelPrint SpA, as defined in the manual and management system procedures for the FSC Chain of Custody.

The environmental charter Since the end of 2010, the attention paid to energy saving and environmental protection has driven the Postel Group to identify products that feature these characteristics. The outcome of these research, verification and experimentation efforts has led to identification of production of a specific type of paper, made entirely from wastepaper, in accordance with the most stringent environmental standards and bleached without using chlorine or optical brighteners. In particular, compared with commonly used natural white paper produced with virgin fibre, producing 500 sheets of recycled paper uses 72% less energy, 83% less water and 100% less wood, as well as emitting 53% less CO2 .

15 The Chain of Custody is a documented set of rules and operating practices the organisation has defined in order to manage in an orderly way all the activities that have a direct influence on the finished product, so as to ensure that the wood raw material used complies with the regulations laid down by the standards regarding its origin, and its use in the finished product.

sustainability report

2012

108

In 2012 volumes of printing and enveloping and sales of FSC material primarily regarded production of A4 sheets and envelopes (respectively, 312 and 102 million items), production of train tickets for Trenitalia SpA (50 million items) and, with respect to sales, the use of around 30 million items including magazines, envelopes, inserts, brochures and letters. In addition to FSC certification, Postel also has ISO 14001 – Environmental Management System certification, which is implemented at all corporate sites with a view to minimising potential environmental impacts in compliance with current applicable legislation and the requirements of the relevant standards.

An ongoing commitment: energy saving For several years the Poste Italiane Group has been committed to energy saving via implementation of a series of measures, primarily aimed at reducing CO2 emissions, including reduction of electricity consumption (around 50% of which comes from RECS certified renewable sources), the installation of new photovoltaic power plants, the purchase of electric vehicles (more than 500 purchased in 2012 alone), and reduced use of energy sources for heating and transport. The strategy for achieving energy saving objectives, from an efficiency and responsibility standpoint, is leveraged on two fronts: ■■ technical and infrastructure-elated initiatives aimed at energy efficiency; ■■ fostering an increase in responsible behaviour.

Once again in 2012 the Company played an active part in the “M’illumino di meno” (“I will use less light”) and “Earth Hour” campaigns, by turning off lights for an hour in its major buildings.

Real estate assets Poste Italiane’s real estate assets, due to their size and/or function, are the main consumers of energy (post offices and Sorting Centres, as well as the Data Centres with their numerous servers and personal computers). Therefore, all the technical and infrastructure initiatives designed to improve energy efficiency (building maintenance, implementation of lighting monitoring and regulation systems, the optimal use of spaces, etc.) primarily focus on real estate assets. The process of overseeing the utilisation of energy resources is aimed at curbing consumption and consequently reducing the environmental impact in terms of the amount of greenhouse gases produced. In the energy field, sustainable development is overseen by Poste Energia SpA, which manages the electricity supplies of certain Group companies with high energy requirements.

Environmental sustainability

109

In 2012 activities continued regarding the “Consumption Reduction Plan - environmental area” that was launched in 2010, involving central and local units right across the Company, for three different areas: energy savings, separate waste collection and the use of recycled paper. The attention paid to environmental policies has spurred the Company to give priority to electricity generated from renewable sources certified by RECS (Renewable Energy Certificate System), which once again in 2012 accounted for around 50% of the total amount of electricity used. The use of all the latest criteria to contain heat loss from buildings was continued. This will result in savings in the energy needed to heat and cool buildings and the use of low-power devices that run on environmentally friendly gas (heat pumps, cooling systems). In this regard, the Company is working on: ■■ an increase in the efficiency of installed systems, thereby cutting consumption; ■■ completion of the migration to natural gas for power plants that still use diesel or other fuels; ■■ the use of various types of automatic monitoring devices to check the times that lighting equipment is switched on or off. As already mentioned, the Company has drawn up an energy use optimisation plan involving more than 15,000 company premises (post offices and delivery offices, Sorting Centres, staff departments). The plan deals with virtuous behaviour (communicating with staff, energy-saving incentive schemes within the scope of objectives), and technical initiatives aimed at eliminating waste (installation of timers, analysis of consumption on Saturdays and Sundays, measurement of premises that use the most energy, correct setting of temperatures and operating hours for cooling and heating systems). In addition, a project called Energy Sector Optimisation was also launched involving around 430 company premises in 2012. In the coming years, a total of 4,000 premises will be remotely monitored including switch-off of equipment. The now well-established automated switch-off of workstations in all head office departments, involving more than 14 thousand computers, continued. Finally, it should be noted that Poste Italiane SpA neither owns nor manages any buildings located in protected and/or biodiversity areas, and that no significant rulings and/or penalties were imposed during the year as a result of infringements of environmental regulations and/or laws.

sustainability report

2012

110

ATTENTION TO RENEWABLE SOURCES OF ENERGY: PHOTOVOLTAIC POWER PLANTS In 2012 Poste Italiane SpA continued to invest in the use of photovoltaic power plants (systems that directly convert solar energy into electricity), with the aim of further reducing carbon dioxide emissions and, at the same time, cutting power generation costs. During the year a photovoltaic power plant was activated at the Master Distribution Centre in L’Aquila, which has maximum power of 320 KWp16, and work began on construction of photovoltaic power plants at the Sorting Centres in Fiumicino (maximum capacity of 188 KWp), Catania (maximum capacity of 700 KWp) and Bari (maximum capacity of 197 KWp). The plants in Fiumicino and Catania entered service in early 2013. During 2012, the electricity generated by the power plants in Triggiano (Bari), the Conference Centre in Via Lenin (Rome) and the Master Distribution Centre in L’Aquila totalled 449 MWh and enabled a 181tonne reduction in the amount of CO2 emitted.

16 Kwp, kilowatt-peak, represents the unit of measurement of the maximum capacity of a photovoltaic power plant.

Environmental sustainability

111

Energy consumption and emissions In 2012 the attention paid by the Company to environmental protection and the related activities described above led to an overall reduction in consumption compared with previous years. In particular, electricity consumption during the year was down 3.3% on 2011, thus registering use of 525 GWh compared with the 543 GWh of the previous year, of which 258 GWh derive from the use of RECS certified electricity (49.1% of the total used). Regarding other sources of energy, compared with 2011 reductions were registered in the consumption of diesel (down 0.3%) and low sulphur fuel oil (down 52.0%), while natural gas was in line with the previous year. In particular, low sulphur fuel oil will be used increasingly less as the plants that currently use it are being converted to use natural gas. Energy consumption – Real estate assets Change in Source Diesel (‘000s of litres) Non-RECS certified electricity (GWh) RECS certified energy (GWh) Natural gas (Knm3) Low sulphur fuel oil (tonnes)

Consumption

2010

TOE*

Consumption

2011

TOE*

Consumption

2012

Consumption

TOE*

2012 vs 2011

3,818

3,505

3,142

2,884

3,132

2,875

-0.3%

271

67,634

275

68,499

267

66,173

280

1,401

268

1,341

258

1,288

23.6

19,371

23.2

19,023

23.2

19,049

0.1%

771

755.6

771

755.6

370

362.6

-52.0%

-3.3%

Certain amounts for 2010 and 2011 have been adjusted to ensure comparability across the three years. * Tonnes of Oil Equivalent.

Regarding emissions, in calculating the amount of CO2 produced, since 2009 Poste Italiane SpA has adopted the conversion factors used for international greenhouse gas reduction programmes in which the IPC Environmental Measurement and Monitoring System (EMMS) and PostEurop (Greenhouse Gas Reduction Programme) participate. Compared with 2011, CO2 emissions were down 2.9% (around 5,000 tonnes), partly due to the use of RECS certified energy, as well as the monitoring and consequent reduction of the use of diesel, natural gas and low sulphur fuel oil. CO 2 emissions (tonnes) – Real estate assets* Source Diesel (‘000s of litres) Electricity (GWh) RECS certified energy (GWh) Natural gas (Knm3) Low sulphur fuel oil (tonnes) Total CO2 emissions

Consumption

2010

CO2

emissions 2010

Consumption

2011

CO2

emissions 2011

Consumption

2012

CO2

emissions 2012

Change in

CO2 2012 vs 2011

3,818

10,251

3,142

8,436

3,132

8,409

(27)

271

109,830

275

111,384

267

107,678

(3,076)

280

0

268

0

258

0

0

23.6

46,185

23.2

45,402

23.2

45,461

59

771

2,427

771

2,427

370

1,165

(1,262)

168,693

167,649

162,713

(4,936)

Certain amounts for 2010 and 2011 have been adjusted to ensure comparability across the three years. * CO2 emissions conversion factor: 1 kWh = 0.4035 kg of CO2; 1 kWh RECS = 0 kg of CO2; 1 MC Gas = 1.957 kg of CO2.

SUSTAINABILITY REPORT

2012

112

Energy consumption in GJ – Real estate assets Source Diesel (‘000s of litres) Non-RECS certified electricity (GWh) RECS certified energy (GWh) Natural gas (Knm3) Low sulphur fuel oil (tonnes) Total

Consumption

2010

Consumption

GJ

2011

GJ

Consumption

2012

GJ

3,818

141,648

3,142

116,568

3,132

116,190

271

975,600

275

990,000

267

960,660

280

1,008,000

268

964,800

258

927,558

23.6 771.0

746,940 26,749 2,898,937

23,2 771.0

734,280 26,749 2,832,397

23.2 370.0

753,230 12,837 2,752,475

IPC energy factors Diesel = GJ/l 0.0371; Electricity = GJ/kWh 0.0036; Natural gas = GJ/m3 0.03165; Low sulphur fuel oil = Density kg/l 0.98 - GJ/l 0.034.

Water consumption – Real estate assets Consumption Consumption Consumption

Water (millions of m3)

2010 4.7

2011 4.3

2012 3.7

Change 2012 vs 2011 -14.0%

Finally, the consumption of potable water fell from 4.3 million cubic metres in 2011 to 3.7 million cubic metres, down 14% on the previous year. This reduction is essentially due to an increase in the number of checks carried out nationwide, which in some cases revealed malfunctioning of water meters.

Environmental sustainability

sustainability report

113

2012

114

Poste Italiane SpA’s fleet The types of vehicle used for postal services17 and by commercial staff break down into four main categories: ■■ Motorcycles and quadricycles; ■■ Delivery vehicles; ■■ Vans and lightweight trucks; ■■ Saloon cars for service use. The first two categories, which account for almost 90% of the fleet, meet the transport requirements of postmen and women within the scope of the Universal Services unit. The third category includes all vehicles weighing up to 6,000 kilograms of Gross Vehicle Mass (GVM), which primarily operate on local and national network routes, and Market Organisation lines. The last category includes unmarked vehicles for use by Company managerial staff. Such use is exclusively for professional purposes, namely the vehicles are used for local journeys within working hours; on the majority of occasions car-sharing is involved. Since 2011 the fleet no longer includes heavy trucks, namely vehicles weighing more than 6,000 kilograms.

Vehicle Motorcycles Delivery vehicles Vans and lightweight trucks Heavy trucks and other Company-owned vehicles Saloon cars Electric vehicles Total

2010 26,207 11,258 3,496

% of fleet 61.2 26.3 8.2

2011 21,770 12,137 3,136

% of fleet 56.7 31.6 8.2

2012 21,357 11,774 3,120

% of fleet 55.9 30.8 8.2

107

0.2

-

n/a

-

n/a

1,510 238 42,816

3.5 0.6 100.0

1,141 238 38,422

3.0 0.6 100.0

1,132 807 38,190

3.0 2.1 100.0

% change 2012 vs 2011 (1.9) (3.0) (0.5) n/a (0.8) n/s (0.6)

n/a: not applicable. n/s: not significant.

Initiatives continued aimed at optimising and improving the efficiency of road transport networks, at both national and local level, and additional alternative fuel and low environmental impact vehicles were introduced. In particular, the Company continued to replace motor vehicles with the introduction of Euro3 vehicles and the purchase of more than 500 electric quadricycles (Free Duck); these initiatives enabled substantial reductions in consumption and CO2 emissions.

Energy consumption and emissions Energy consumption and emissions*

Litres of diesel (‘000s) Litres of petrol (‘000s) Kilograms of natural gas (‘000s) Tonnes of CO2 emitted

2010

2011

2012

% change 2012 vs 2011

21,948 8,491 1,489 83,073

13,838 16,099 1,232 78,998

9,455 19,808 1,400 76,672

(31.7) 23.0 13.6 (2.9)

* Total emissions exclusively refers to use of the vehicle fleet. Emission factor (gCO2 / kg): Diesel 3,140 Density 0.85 kg/l Petrol 3,080 Density 0.78 kg/l Natural gas 2,750 17 The vehicles used by external suppliers for outsourced mail delivery and transport are not included.

Environmental sustainability

115

Consumption in GJ*

GJ of diesel (‘000s) GJ of petrol (‘000s) GJ of natural gas (‘000s) Total GJ

2010

2011

2012

% change 2012 vs 2011

814.3 292.1 71.5 1,177.9

513.4 553.8 59.1 1,126.3

350.8 681.4 67.2 1,099.4

(31.7) 23.0 13.6 (2.4)

* IPC energy factor Diesel GJ/I 0.0371; Petrol GJ/I 0.0344; Natural gas GJ/kg 0.048.

In 2012, CO2 emissions deriving from use of the fleet directly managed by Poste Italiane SpA fell 2.9% compared with 2011, and were produced by the consumption of diesel (down 31.7% on 2011), petrol (up 23.0% on 2011) and natural gas (up 13.6% on the previous year). The organisation of transport networks is subdivided into National Networks (which connect the postal network centres), and Area Networks (which serve transport needs within the relevant areas served by each network centre). In 2012 the fleet used to meet transport needs covered approximately 289.3 million km, marking a decrease of 44.8% in the number of kilometres covered by road transport serving the national networks, and a decrease of 1.1% in the distances covered for the area networks, with a total reduction of around 40 million km compared with 2011. The reductions in the distances travelled by the fleet are due to the continual optimisation of transport and delivery networks and necessary adjustments made in terms of the volumes transported. Kilometres travelled (‘000s) 2010

2011

2012

% change 2012 vs 2011

74,269 2,227

62,600 1,665

61,886 919

(1.1) (44.8)

273,599 350,095

264,915 329,180

226,519 289,324

(14.5) (12.1)

Distances travelled by Poste Italiane SpA’s fleet On area networks On national road networks On delivery networks Total

Once again in 2012 Poste Italiane SpA used air transport to guarantee the quality standards required by certain types of product, employing the services provided by the Group company, Mistral Air.

SUSTAINABILITY REPORT

2012

116

Mistral Air Mistral Air is the Group company which, as well as transporting mail for Poste Italiane SpA, provides air transport services for passengers. According to Directive 2008/101/EC, from 1 January 2010 to 31 December 2020 the aviation sector is included in the EU ETS (European Emissions Trading Scheme) programme. The Regulations provide for a cap and trade scheme to control and reduce CO2 emissions by defining an authorised CO2 cap that will gradually decrease down to 20% by 2020. Based on this system, it is also possible to qualitatively assess the optimisation of fuel consumption in terms of payload. As shown in the table below, Mistral’s charter activities in 2012 saw growth in the number of passengers transported in the three-year period 2010-2012, while achieving a proportionate reduction in fuel consumption. This performance led to a further reduction in the ratio between fuel consumption and the number of passengers transported. Activity Mail Flight hours* Number of flights Number of passengers CO2 emissions (tonnes)**

Charter

2010 5,497 4,477

2011 4,433 3,649

2012 4,561 3,700

27,413

24,524

26,605

2010 7,811 3,411 281,730 59,936

2011 12,214 5,737 498,857 93,551

2012 12,074 5,790 526,962 92,499

* Flight hours for Mail services refer to hours flown by Mistral Air using its own airline code. ** Figure calculated using the emission factor 3.5 - Fuel: JET A1.

Another significant piece of data is the EU ETS “tonne/km” parameter, which is equal to the volume of the load transported (freight, mail, passengers) in tonnes multiplied by the number of great circle18 route kilometres between the outbound and inbound airports. The parameter thus measures the efficiency of a flight in terms of the CO2 emitted to transport a payload, so the greater the aircraft’s load is and the longer the route, the higher the ratio. In 2012, Mistral, while registering a 1.1% rise in the total number of flights (9,490 compared with 9,386 in 2011), increased the “tonne/km” parameter by 7.9% (89 million tonnes/km in 2011, compared with 96 million tonnes/km in 2012).

18 The great circle route represents the shortest distance between two points and, consequently, the most appropriate route for an aircraft to take.

Environmental sustainability

117

Environmental projects The Postal ZEV (Postal Zero Emission Vehicle ) project Confirming the attention the Company gives to reducing CO2 emissions, the “Postal ZEV” (Postal Zero Emission Vehicle) project was completed in 2012. A natural continuation of the “Green Post” project, this new project is aimed at reducing polluting emissions in urban areas by testing a mini-fleet of 20 technologically innovative electric vehicles. Perugia, which is already the arena for the international “Green Post” project, was chosen as the test venue. The town boasts some of the most innovative initiatives in the urban transport sector and constitutes an excellent test bed for analysing the performance of new mail delivery vehicles. The research activities enabled taking a further step forward in the development of a light electric quadricycle, featuring two main technological innovations: the recovery of kinetic energy during braking, and development of an integrated biofuel cycle, which is in the trial phase, to produce electricity for recharging the vehicles. The project was led by the Sustainable Development Foundation, and also involved participation by the Biomass Research Centre, CRIT Research, CIRIAF (Inter-university Research Centre on Pollution by Physical Agents), Ducati Energia and the Municipality of Perugia. The project was funded by the Ministry of the Environment and Land and Sea Protection. The final workshop of the project was held during the “Ecomondo” event, at which Poste Italiane was awarded the 2012 Sustainable Development Prize (“Power and Mobility” category) for its commitment in the electric mobility sector and in particular for its “Electric Mobility Plan”.

Poste Italiane SpA wins 2012 Sustainable Development Prize in November 2012 Poste Italiane SpA won the 2012 Sustainable Development Prize, in the “Power and Mobility” category, which was established by the Sustainable Development Foundation and

Thanks to the more than 800 eco-friendly vehicles it deploys,

Ecomondo with the participation of the President of the Republic.

Enel and Poste Italiane together for “zero emissions” services Having signed an agreement in 2010 committing them to try out new services aimed at proposing targeted offerings to the general public and incentivising alternative means of transport, in 2012 Enel and Poste Italiane continued the initiative that saw the first trials regarding the use of electric vehicles for mail delivery in old town centres taking place in Pisa. Since April 2011 “Green” Poste Italiane vehicles have been operating (3 vans and 6 quadricycles, all of which are electric-powered), which “fill up” at 9 recharging points (home stations) installed by Enel at the local postal distribution centre in via Cannizzaro. The trial period will come to an end in July 2013.

sustainability report

2012

118

Waste management Waste management is regulated by Legislative Decree 152 of 2006 which governs the collection, transport, recovery and disposal activities, including the monitoring of these operations, as well as of waste dumps and waste treatment plants. The law breaks down special waste into two groups: hazardous and non-hazardous. Regarding the waste generated by the activities carried out at Poste Italiane SpA sites, it should be pointed out that the vast majority is classified as non-hazardous special waste that is suitable for recovery (paper packaging, cardboard, plastic, wooden pallets, used printer ink and toner cartridges, etc.). Moreover, the analysis of products and materials acquired via e-procurement and framework agreements continued in 2012, in order to identify those at the end of their life cycle that may generate hazardous special waste. Such products are being replaced with similar more “environmentally friendly” ones. However, at Sorting Centres where automated mail sorting takes place, certain kinds of special waste classified as hazardous (ink cartridges) are generated. For these sites, as well as for the head office at Rome EUR, the new Computerised Waste Tracking System (SISTRI) has been adopted, which simplifies procedures and requirements for waste producers. This system will enter service on 1 October 2013 and will enable the tracking of waste movements, with the relevant data sent to the Ministry of the Environment. All waste deriving from maintenance activities carried out by external companies, or in any event regulated by contracts with third parties, will be managed by these parties in compliance with current legislation.

Environmental sustainability

119

Waste management at the Company’s headquarters Several years ago a standardised waste categorisation programme was launched, including awarenessraising, training initiatives and a monitoring programme. The various types of waste identified include: batteries, films, old equipment, containers and packaging, fixative solutions, photographic films, development solutions, washing solutions, used toner cartridges, ink and ribbon cartridges for printers, bulky items, rags, expanded polystyrene, electric and electronic components. Together with these, waste for recycling was also identified, including: plastic containers, paper and cardboard, plastic and wood, pallets. The recyclable waste category also includes mail to be shredded and newsprint to be pulped immediately (no more than one week after collection) once the paper has been separated from other materials. A separate waste collection programme has been implemented at the Company’s headquarters in Rome’s EUR district. This includes waste from the Company canteen, and household waste such as paper and plastic, as well as packaging, metallic waste, toners, wood, electrical items, etc. The plan involves the introduction of separate waste collection centres, where the Company’s waste is separated before being sent to the refuse dump. Special containers for separated waste have been placed in each area and on each floor of the Rome EUR premises, as well as in the main common areas. The results of the separate recycling initiative in 2012 break down as follows:

Material (kg) Paper and cardboard Plastic Wood Metallic materials Composite materials Total

2010

2011

2012

% change 2012 vs 2011

121,950 10,860 35,550 4,670 21,830 194,860

134,860 10,750 54,790 8,690 30,410 239,500

138,650 9,250 46,225 6,110 82,050 282,285

2.8 (14.0) (15.6) (29.7) n/s 17.9

n/s: not significant.

Compared with 2011 the volumes of paper and cardboard collected rose 2.8%, equivalent to around 3.8 tonnes, while the collection of plastic (down 14.0%), wood (down 15.6%) and metallic waste (down 29.7%) decreased, primarily due to the effect of a special collection that took place in 2011 on the transfer of the former Ipost offices. The collection of composite material rose by around 52 tonnes. This category consists of multi-material collection of waste that can only be separated later at special plants, namely non-recyclable materials that cannot be disposed of in normal bins as they may not be lumped together with municipal waste (cellophane, polystyrene, etc.).

sustainability report

2012

120

Local waste management: The “Ecoposte” project Growing awareness of the environmental impact of its production activities has led Poste Italiane SpA to seek to reconcile growth and competitiveness with environmental compatibility and optimum exploitation of the raw materials used. In 2012 activities were launched to switch from a waste management system based only on disposal to an integrated system aimed at recovering and recycling waste. The Company opted to outsource waste collection, the subsequent transfer of special non-hazardous waste to recovery and recycling centres, and the disposal of hazardous products produced by Poste Italiane SpA, to external companies. The providers of these services also give Poste Italiane SpA all the necessary support in complying with the administrative and technical requirements provided for by current legislation. Via the “Ecoposte” project, Poste Italiane SpA aims to take advantage of the value of the waste products deriving from its processes by recovering them, going beyond a logic of assimilation and assigning them an actual economic and trading value, which also minimises disposal. In 2012 the project initially regarded the major – so-called “industrial” – sites19 in Campania, Calabria, Puglia and Sicily, entailing the recovery and recycling of around 80% of special non-hazardous waste – such as paper, cardboard, plastic and wood – in the third quarter of the year. In 2013 Poste Italiane SpA aims to recover and recycle 100% of total waste production.

Breakdown of amounts of waste sent to recovery and recycling plants in Campania, Calabria, Puglia and Sicily Material (kg) Paper and cardboard Plastic Wood Metallic materials Total

Campania and Calabria

Puglia

Sicily

207,730 18,680 69,110 2,070 297,590

131,000 2,000 2,000 135,000

222,160 2,300 22,960 247,420

Total 560,890 22,980 92,070 4,070 680,010

From an economic standpoint, already in 2012 implementation of the “Ecoposte” project led to a 55% reduction in waste disposal costs (with a target of 90% in 2013), and generated the first revenues from the transfer of special non-hazardous waste to the recovery and recycling plants.

19 “Industrial” sites primarily include Sorting Centres, Priority Centres, Unified Service Automation Centres and Master Distribution Centres.

Environmental sustainability capitolo

sustainability report

121

2012

122

ECONOMIC SUSTAINABILITY

sustainability report

2012

124

Generation and distribution of added value The following table shows the calculation and distribution of the Company’s and the Group’s Added Value, showing the accounting reconciliation between the financial statements for the year ended 31 December 2012 (Poste Italiane SpA separate and consolidated financial statements) and “social accounting”, namely measurement of the value produced by the Group’s operations for the benefit of the various stakeholders. Poste Italiane Group

Poste Italiane SpA

2011

2012

% change 2012 vs 2011

21,852

24,225

10.9

9,906

9,598

(3.1)

13,225

15,792

19.4

1,855

2,020

8.9

2,391

2,352

(1.6)

1,704

1,739

2.1

9,887

12,988

31.4

n/a

n/a

n/a

947 8,627

452 8,433

(52.3) (2.2)

151 8,051

281 7,578

86.1 (5.9)

A - Staff remuneration including employees a) direct remuneration b) indirect remuneration

6,057 6,050 4,590 1,460

6,067 6,058 4,549 1,509

0.2 0.1 (0.9) 3.4

5,824 5,823 4,434 1,389

5,810 5,809 4,377 1,432

(0.2) (0.2) (1.3) 3.1

B - Payments to the government Direct taxation Indirect taxation Other taxes and duties Grants related to income

1,098 808 242 50 -2.3

701 390 244 71 -3.7

(36.1) (51.7) 0.8 42.0 60.9

974 695 242 37 -0.02

508 207 244 57 -0.1

(47.9) (70.2) 0.8 54.1 n/s

C - Payments to credit providers Short-term borrowing costs Long-term borrowing costs

84

60

(28.6)

81 51 30

55 28 27

(32.1) (45.1) (10.0)

350 350

250 250

(28.6) (28.6)

350 350

250 250

(28.6) (28.6)

E - Company remuneration Increases/(Decreases) in reserves Unappropriated earnings* (Amortisation and depreciation)

1,038

1,355

(30.5)

496 542

782 573

(57.7) (5.7)

822 37 311 474

955 36 436 483

16.2 (2.7) 40.2 1.9

Gross total added value

8,627

8,433

(2.2)

8,051

7,578

(5.9)

(em) added value generated A - Value of production B - Intermediate cost of production of which: - Cost of goods and services - Change in technical provisions for insurance business - Other costs Gross total added value

2011

2012

% change 2012 vs 2011

added value distributed

D - Payments to providers of risk capital Dividends

Certain amounts for 2011 have been reclassified to ensure comparability across the two years. n/a: not applicable. n/s: not significant. *This amount represents the residual portion of earnings (after the appropriation to the legal reserve).

Economic sustainability

125

In 2012 the Poste Italiane Group generated Added Value of €8,433 million, registering a 2.2% decrease compared with the Added Value of €8,627 million produced in the previous year. The fall is due to the decline in the postal services market that has been underway for some years, which offset the improved performances achieved in the various sectors in which the Group operates thanks to the business model adopted. Likewise, the Added Value produced by Poste Italiane SpA decreased, falling from €8,051 million in 2011 to €7,578 million in 2012 (down 5.9%). The following charts show the distribution of Added Value among the various stakeholders: Poste Italiane Group 2011 Staff remuneration Payments to government Payments to credit providers Payments to providers of risk capital ■ Company remuneration ■ ■ ■ ■

71.9%

70.2%



12.0% 4.1%

2012

12.7%

1.0%

16.1%

3.0% 0.7% 8.3%

Poste Italiane SpA 2011 Staff remuneration Payments to government Payments to credit providers Payments to providers of risk capital ■ Company remuneration ■ ■ ■ ■

2012

76.7%

72.3%

10.2% 4.4% 1.0%

12.6%

12.1%

3.3% 0.7% 6.7%

sustainability report

2012

126

In line with previous years, the Added Value generated was primarily distributed to the workforce. In 2012 direct and indirect remuneration of employees at Group level amounted to €6,067 million, representing 71.9% of the value produced. At Parent Company level, remuneration of employees stood at €5,810 million, representing 76.7% of the gross overall Added Value. Remuneration of the government includes all the amounts paid in the form of direct and indirect taxation, to which Group companies are obviously liable, totalling €701 million for the Group (equal to 8.36% of total Added Value) and €508 million for Poste Italiane SpA (6.7% of total Added Value). This represents a decrease compared with the previous year (€1,098 million at Group level, and €974 million at Parent Company level) due to recognition in the financial statements of the gain deriving from an application for a tax refund, due to the deduction of IRAP paid on personnel expenses for the period 2007-2011 from the IRES tax base, amounting to €278 million at Group level and €270 million for Poste Italiane SpA. This benefit was generated by the reforms introduced by Law Decree 201 of 6 December 2011, which permit companies, from 2012, to deduct IRAP paid on personnel expenses in full from the IRES tax base, and to apply for a refund of the IRES overpaid in previous years. Payments to credit providers amount to €60 million for the Group (€84 million in 2011) and €55 million for the Parent Company (€81 million in 2011), representing finance costs incurred during the year. On 8 May 2013 the Annual General Meeting of shareholders appropriated €250 million as a dividend payable to the providers of risk capital for 2012 (€350 million for 2011).

Improvement goals

127

IMPROVEMENT GOALS The Sustainbility Report continues to describe, in the most objective manner possible, a process aimed at achieving both earnings growth and an improvement in the quality of the dialogue between the Company and its stakeholders, increasing awareness of non-financial risks and identifying the organisation’s weaknesses in order to successfully manage them over the longer term. Poste Italiane’s determination to progressively improve its ability to effectively meet the needs and expectations of its stakeholders has led the Company to once again set itself a series of improvement goals for 2013, focusing on both the reporting methodology used and on operational and management aspects. We have made the following commitments for 2013 with regards to operational and management aspects: ■■ to launch cross-functional projects aimed at implementing specific corporate social responsibility initiatives; ■■ to continue to engage staff in issues surrounding environmental sustainability, above all by encouraging participation in awareness-raising initiatives and campaigns regarding environmental protection; ■■ to work on initiatives and services benefitting staff, with the aim of increasing sustainable mobility in order to progressively reduce the use of traditional means of transport; ■■ to boost initiatives and solutions designed to improve integration and physical and virtual access for disabled people; ■■ to develop projects focusing on the welfare of staff and the needs of employees and their families, organising awareness campaigns regarding, for example, health and nutrition and work-life balance initiatives; ■■ to increase the use of low environmental impact vehicles; ■■ to extend plans for the installation of photovoltaic plants at the Group’s properties; ■■ with regard to waste recycling, to extend the “Ecoposte” project to more sites around the country; ■■ within the scope of international projects set up under Euromed Postal agreements, the following projects will be launched with the aim of: creating a shared electronic money platform in readiness for the rollout of the Euromed prepaid card, setting up an e-commerce platform to be used by member states and cutting the average cost of remittances between the various countries by 5%, by adopting a range of technological solutions, as required by the G20 and the World Bank.

sustainability report

2012

128

CONTENT INDEX

Content index

129

Key Fully reported Partially reported Not reported Not applicable Information also provided on website at www.poste.it SR: Sustainability Report 2012 AR: Annual Report 2012

GRI-G3 indicators*

2011 2012

Page reference/ website

1. Strategy and analysis

SR

1.1 Statement from the most senior decision-maker of the organisation

p. 4

1.2 Description of key impacts, risks, and opportunities

pp. 31-32, 127

2. Organisational profile

AR 31-35

SR

AR

2.1 Name of the organisation

p. 43

2.2 Primary brands, products and/or services

61-66; pp. 12, 73-78, 71-75; 99 78-82; 86-89

2.3 Operational structure of the organisation

pp. 12-16

2.4 Location of organisation’s headquarters

p. 136

2.5 Number of countries where the organisation operates

p. 12

21-29

2.6 Nature of ownership and legal form

p. 43

12-14

2.7 Markets served

p. 12

21-28

2.8 Scale of the reporting organisation

p. 12

4

2.9 Significant changes during the reporting period

pp. 11, 44

12-14; 30-36

2.10 Awards received in the reporting period

pp. 11, 76, 117

3. Report parameters

12

SR

3.1 Reporting period

p. 6

3.2 Date of most recent previous report

p. 6

3.3 Reporting cycle

p. 6

3.4 Contact point for questions regarding the report or its contents

p. 136

3.5 Process for defining report content

p. 6

3.6 Boundary of the report

p. 6

3.7 State any specific limitations on the scope or boundary of the report

p. 6

3.8 Basis for reporting on other Group companies

pp. 12-14

3.9 Data measurement techniques and the bases of calculations

p. 6

3.10 E  xplanation of the effect of any re-statements of information provided in earlier reports

p. 6

3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report

p. 6

21-28

AR

29; 63-65; 68-75; 81-82; 85-89

sustainability report

2012

130

GRI-G3 indicators*

2011 2012

Page reference/ website

3.12 Table identifying the location of the Standard Disclosures in the report

pp. 129-133

3.13 External assurance

p. 6

4. Governance, commitments and engagement

SR

AR

pp. 42-45

6-8; 12-20

pp. 42-45

6-8; 12-20

pp. 42-45

6-8; 12-20

4.5 L  inkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance

p. 60

99

4.6 Conflicts of interest

p. 45

14-20

4.7 P  rocess for determining the qualifications and expertise of the members of the highest governance body

pp. 42-44

14,20

4.8 Statements of mission or values, codes of conduct and principles

pp. 17, 25, 92-96, 106

4.9 P  rocedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental, and social performance

pp. 31, 34, 41-42, 106

12-20

4.10 P  rocesses for evaluating the highest governance body’s own performance

pp. 43-45

12-20

4.11 E xplanation of whether and how the precautionary approach or principle is addressed by the organisation (risk management during operational planning or during the development and launch of new products)

p. 45

14-20; 30-36

4.12 E  xternally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses

pp. 17, 25, 92-96, 106

4.13 Memberships in associations

pp. 20-23, 87

4.14 List of stakeholder groups engaged by the organisation

p. 18

4.15 B asis for identification and selection of stakeholders with whom to engage

pp. 18, 92-96, 51

4.16 Approaches to stakeholder engagement

pp. 20, 24-30, 55, 80-83

4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns

pp. 80-87

4.1 Governance structure of the organisation 4.2 I ndicate whether the Chair of the highest governance body is also an executive officer 4.3 S  tate the number of members of the highest governance body that are independent and/or non-executive members 4.4 M  echanisms for shareholders and employees to provide recommendations or direction to the highest governance body

5. Economic performance indicators

SR

EC1 Direct economic value generated and distributed

core

EC2 Financial implications and other risks and opportunities for the organisation’s activities due to climate change

core

EC3 Coverage of the organisation’s defined benefit plan obligations

core

EC4 Significant financial assistance received from government

core

EC5 Range of ratios of standard entry level wage compared to local minimum wage

add

p. 49

EC6 P  olicy, practices, and proportion of spending on locally-based suppliers

core

pp. 92-96

AR

pp. 124-125

37-46

p. 70

288-289 284

Content index

GRI-G3 indicators*

2011 2012

Page reference/ website

EC7 Procedures for hiring

core

p. 51

98-99

EC8 Development and impact of infrastructure investments and services provided primarily for public benefit

core

pp. 74-75

62-63; 91

EC9 U  nderstanding and describing significant indirect economic impacts

add

p. 124

6. Environmental performance indicators

131

SR

EN1 Materials used by weight or volume

core

pp. 111-115

EN2 Percentage of materials used that are recycled input materials

core

p. 107

EN3 Direct energy consumption by primary energy source

core

pp. 111-115

EN4 Indirect energy consumption by primary energy source

core

pp. 111-115

EN5 Energy saved

add

pp. 106-110, 117

EN6 Initiatives to provide energy-efficient or renewable energy based products and services

add

pp. 108-110, 117

EN7 I nitiatives to reduce indirect energy consumption and reductions achieved

add

pp. 26, 69, 94-96, 106, 108

EN8 Total water withdrawal by source

core

p. 112

EN9 Water sources significantly affected by withdrawal of water

add

EN10 Percentage and total volume of water recycled and reused

add

EN11 L  ocation and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

core

EN12 Description of significant impacts on biodiversity

core

EN13 Habitats protected or restored

add

EN14 S  trategies, current actions, and future plans for managing impacts on biodiversity

add

EN15 N umber of IUCN Red List species and national conservation list species with habitats in areas affected by operations

add

EN16 Total direct and indirect greenhouse gas emissions by weight

core

EN17 Other relevant indirect greenhouse gas emissions by weight

core

EN18 Initiatives to reduce greenhouse gas emissions

add

EN19 Emissions of ozone-depleting substances by weight

core

EN20 Other significant air emissions

core

EN21 Total water discharge

core

EN22 Total weight of waste by type and disposal method

core

EN23 Total number and volume of significant spills

core

EN24 Hazardous waste

add

EN25 W  ater bodies and related habitats significantly affected by the organisation’s discharges of water and runoff

add

EN26 I nitiatives to mitigate environmental impacts of products and services

core

AR

p. 109

pp. 111-116

pp. 106-110, 114-117

pp. 118-120

p. 118

pp. 107-108, 117

sustainability report

2012

132

GRI-G3 indicators*

2011 2012

Page reference/ website

EN27 Percentage of products sold and their packaging materials that are reclaimed

core

pp. 119-120

EN28 M  onetary value of significant fines and total number of nonmonetary sanctions for non-compliance with environmental laws and regulations

core

p. 109

EN29 Significant environmental impacts of transport

add

pp. 70, 114-117

EN30 Total environmental protection expenditures and investments

add

pp. 106- 110, 117-120

7. Social performance indicators

SR

LA1 Total workforce by employment type, employment contract, and region

core

pp. 48-51, 54

LA2 Total number and rate of employee turnover by age group, gender, and region

core

pp. 51-53

LA3 B  enefits provided to full-time employees that are not provided to temporary or part-time employees

add

pp. 63-70

LA4 Percentage of employees covered by collective bargaining agreements

core

p. 49

LA5 M inimum notice period(s) regarding significant operational changes

core

LA6 Percentage of total workforce represented in health and safety committees

add

p. 61

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related accidents

core

pp. 64-65

LA8 E  ducation, training, counseling, prevention, and risk-control programs in place to assist workforce members regarding serious diseases

core

pp. 63, 67

LA9 Health and safety topics covered in agreements with trade unions

add

p. 61

LA10 Hours of training per year per employee by employee category

core

pp. 57-59, 63

LA11 Programmes for skills management and lifelong learning

add

pp. 57-60

LA12 Percentage of employees receiving regular performance and career development reviews

add

p. 60

LA13 B reakdown of employees per category according to gender and other indicators of diversity

core

pp. 48-51

LA14 Ratio of basic salary of men to women by employee category

core

p. 49

HR2 Percentage of suppliers and contractors that have undergone screening on human rights

core

p. 93

HR4 Total number of incidents of discrimination

core

pp. 56, 71

HR5 Violations of the right to exercise freedom of association and collective bargaining

core

pp. 55-57

HR6 O perations identified as having significant risk for incidents of child labour

core

pp. 35, 93-95

HR7 O perations identified as having significant risk for incidents of forced or compulsory labour

core

pp. 35, 93-95

HR9 Total number of incidents of violations involving rights of local communities (indigenous people)

add

SO1 N ature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities

core

pp. 20-23, 31-32, 66, 117

SO2 Monitoring of risks related to corruption

core

p. 45

SO3 P  ercentage of employees trained in organisation’s anti-corruption policies and procedures

core

pp. 57-59

AR

14-20

Content index

GRI-G3 indicators*

2011 2012

Page reference/ website

SO4 Actions taken in response to incidents of corruption

core

SO7 Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes

add

58-60; 76-77

SO8 M onetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations

core

58-60; 76-77

PR1 Health and safety impacts of products and services

core

pp. 88-90

31-33

PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements

core

pp. 73-78

55-89

PR5 Customer satisfaction

add

pp. 81-83

PR9 M onetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services

core

pp. 84-86

L&T - Supplementary indicators

133

p. 45

14-20

SR

LT2 Composition of the fleet

p. 114

LT3 E  nvironmental impact management policies and programmes, including sustainable transport initiatives, changes in means of transport and in planning/mapping of routes by road

pp. 70, 117

LT4 Renewable energy initiatives to increase energy efficiency (within the fleet)

p. 117

LT6 Policies and programmes implemented to manage impact of traffic congestion (e.g. promoting off-peak distribution, new modes of inner city transport, percentage of deliveries using alternative means of transport)

pp. 114-117

58-60; 76-77

AR

* The Global Reporting Initiative (GRI) is a multi-stakeholder process that aims to develop and disseminate globally applicable sustainability reporting guidelines. The guidelines provide indications to be used in reporting on the economic, environmental and social dimensions of an organisation’s activities and represent a content standard to assist organisations in preparing their sustainability reports, enabling comparability over time and between similar organisations. In addition to establishing principles for the preparation of sustainability reports, the GRI-G3 guidelines classify content in the following categories: strategy and analysis, organisational profile, report parameters, governance, stakeholder engagement and economic, environmental and social performance indicators.

sustainability report

2012

134

GLOSSARY Added value The wealth generated by a group or company during a specific accounting period through its ordinary activities. Information relating to the calculation and distribution of added value provides a natural link between the Sustainability Report and the separate and consolidated financial statements.

Area Logistics Offices These offices coordinate and support the correct functioning of logistics processes at local level, covering both traditional and automated sorting centres. 

Contact Centre A Contact Centre is a more structured and advanced type of call centre capable of managing not only telephone calls, but also other forms of contact channel: internet, fax, e-mail. 

Distribution centres Physical sites serving their local area, carrying out the basic delivery service, internal handling, support services for the transport network, other external activities not directly linked to distribution and, on occasion, other high-value-added services.

E-government The computerisation of Public Sector processes, enabling documents to be processed and managed in digital format, by using information and communication technologies to optimise the work of public bodies, and offering customers (the general public and companies) faster services, as well as new services via, for example, the websites of the Government agencies concerned.

E-procurement The management, distribution and supply of stationery, IT products, printed matter and forms.

Full Time Equivalent Full Time Equivalent (FTE) is a frequently used term for uniformly measuring the number of employees of a company. An FTE is a person who works 8 hours a day. Employees who work part-time are also accounted for according to this criterion. For example, a person on a 6-hour a day contract is a 0.75 FTE (6/8 hours). 

International Post Corporation (IPC) A cooperative specialised in the development of operational and commercial projects for postal services, the objective of which is to improve quality of service.

Master Distribution Centres Primary distribution centres which also serve as transit points for hubs, the provider of notification services, and as receiving locations for large customers.

Phishing An attempt to criminally and fraudulently acquire sensitive information by masquerading as a trustworthy entity in an electronic communication.

Glossary

135

PostEurop The Association of European public postal operators (PostEurop) was founded in 1993 by 52 public postal operators, with the aim of improving the quality of European postal operations and services and fostering greater cooperation between member states.

RFID RFID is the acronym for Radio Frequency IDentification technology for automatically identifying objects, animals, or people. The system is based on the remote reading of information contained in a tag or in an RFID microchip through the use of special readers.

SA8000 SA stands for Social Accountability and refers to a global standard of accreditation devised by CEPAA (the Council of Economic Priorities Accreditation Agency), with the aim of certifying a number of aspects relating to a company’s corporate social responsibility, including: respect for human rights, respect for workers’ rights, protection against child labour and safeguards relating to health and safety at the workplace. This global standard thus aims to improve working conditions around the world and, above all, provide an auditable certification standard for certification bodies.

Social Dialogue Committee The Social Dialogue Committee is a European Commission body set up to bring European employers and trade unions together to discuss issues of common interest. Its general purpose is to facilitate such discussion to promote high-quality industrial relations in Europe.

Stakeholder A company’s stakeholders are all the people who – more or less consciously – are influenced by its actions or influence the company and contribute to determining its growth, actions, and results. The company ascertains the expectations and needs of each stakeholder category (shareholders, employees, customers, public and private institutions, regulators, communities, the environment, future generations, etc.) in order to satisfy them, while continuing to effectively and efficiently pursue its business purpose.

Stakeholder engagement Different kinds of activity (regarding information, consultation, dialogue, partnership) that a company carries out with respect to its stakeholders and that reflect the different degrees of involvement in the company’s decisions and management that the company itself wants and makes possible.

UPU (Universal Postal Union) Established in 1874, the Union’s headquarters are in Bern. With its 192 members, the Universal Postal Union is the most important world body for cooperation among postal services providers and contributes to the development of a universal network of up-to-date products and services. The UPU regulates and harmonises international mail exchanges and fosters their development by focusing attention on improvements to customer service quality.

sustainability report

2012

136

Poste Italiane SpA (a Sole Shareholder Company)

Registered office

Corporate information

viale Europa, 190 - 00144 Rome - Italy

Share capital: 1,306,110,000 euros

tel +39 06 5958.1

Rome Companies Register no. 97103880585

fax +39 06 5958.9100

Business Registration Number REA 842633

e-mail [email protected]

Tax Code 97103880585

www.poste.it

VAT Number 01114601006

SUSTAINABILITY REPORT 2012

SUSTAINABILITY REPORT

2012 Poste Italiane SpA (a sole Shareholder Company) Registered office: Viale Europa, 190 · 00144 Rome · Italy Tel. 06.59581 www.poste.it

SUSTAINABILITY REPORT 2012

SUSTAINABILITY REPORT

2012 Poste Italiane SpA (a sole Shareholder Company) Registered office: Viale Europa, 190 · 00144 Rome · Italy Tel. 06.59581 www.poste.it