csr report 2015 - Le Groupe La Poste

Transcription

CSR REPORT
2015
Corporate social responsibility report 2015
CONTENTS
P. 2 – A WORD FROM THE CHAIRMAN
P. 4 – 2015 – A YEAR OF RESPONSIBLE ACTIVITY AT LA POSTE
1
2
3
4
5
6
7
8
9
10
P. 6 – UNDERSTANDING LE GROUPE LA POSTE
P. 16 – STAKEHOLDER ENGAGEMENT
P. 28 – CSR POLICY INTEGRATED INTO LE GROUPE LA POSTE’S
STRATEGY – “LA POSTE 2020: CONQUERING THE FUTURE”
P. 42 – AN INTEGRATED APPROACH TO CSR SUPPORTED
BY ROBUST GOVERNANCE
P. 60 – SUSTAINABLE “ECOSOCIAL DESIGNED” PRODUCTS
AND SERVICES THAT ARE SIMPLE, USEFUL AND AFFORDABLE
P. 76 – DEVELOPING PROFESSIONAL SKILLS WITH THE
LABOUR-MANAGEMENT AGREEMENT (“LE PACTE SOCIAL”)
P. 98 – REDUCING THE GROUP’S ENVIRONMENTAL FOOTPRINT
AND SUPPORTING THE ENERGY TRANSITION
P. 116 – SUSTAINABLE REGIONAL ECONOMIC DEVELOPMENT
P. 128 – NEW FORMS OF SOLIDARITY FOR BETTER SOCIAL INCLUSION
P. 138 – APPENDICES
1
2
A WORD FROM THE CHAIRMAN
Le Groupe La Poste has undertaken a profound
transformation. Aligned with its stakeholders,
it must adapt to the evolution of its customers’
expectations to simplify their lives while serving
the public interest.
2015 was a year of strategic progress.
Major innovations were launched such as sending
more than a million parcels from letter boxes
or La Banque Postale’s “Talk to pay” voice
recognition service – the first in the world.
The increasing importance of the postal workers’
new services is reinforcing proximity in the regions.
The Group is developing new activities in the “Silver
economy” and in rapid urban delivery.
The diversification of post office formats – from
three in 2014 to seven in 2015 and I hope to 20 as
soon as possible – is proof that La Poste is capable
of adapting to our country’s complex regional reality
and to our customers’ way of life so as to meet their
expectations at the highest possible level.
Philippe Wahl
Chairman and Chief Executive Officer
of Le Groupe La Poste
At the end of 2015, La Banque Postale introduced
a complete range of “green” services. For individual
consumers, it extends from financing for home
energy renovation to financing and insuring
ecomobility. In asset management and life
and disability insurance, it made major acquisitions
and alliances while reinforcing its requirements in
ESG (environmental, social, governance) analysis of
its investments to promote sustainable regional
development.
After signing the “Dynamic Alliance” with
organisations in the social and solidarity economy in
2014, the Group built on its base of collaboration with
this sector in 2015. Fields of cooperation were
identified, and the first experiments were launched.
Digital exchanges let us find solutions to simplify the
lives of our customers and partners. The first postal
innovations in this area were noticed at the
Consumer Electronics Show in Las Vegas. In keeping
with our values, we help thousands of people make
the digital transition by learning how to use digital
tools and services. La Poste would also like
to become the reliable third party to which people
entrust their personal and confidential data. To do
this, we have prepared a Data Charter(1) that states
clearly our commitments and respects customers’
choice.
At year-end 2015, Le Groupe La Poste demonstrated
its involvement in combating climate change by
participating in the 21st United Nations Climate
Change Conference in Paris. Engaged for more
than the last ten years in its own energy transition,
which has strengthened its expertise in this area,
the Group is developing new services to allow
everyone to consume, travel, to be housed
and to improve their quality of life while lowering
their environmental footprint. Every day, we work
to reduce La Poste’s GHG emissions by 15% between
2013 and 2020. La Poste is gradually moving to 100%
renewable energy supply for its electricity(2).
We are acting now so that by 2020 the 15 largest
French metropolitan districts will be equipped with
urban logistics that use low-emissions delivery
methods to improve air quality. This transformation
can only be made possible with – and for the benefit
of – all the Group’s employees. “A Future for Every
Employee”, a labour agreement signed by the
majority of the unions, was a significant social
advance in 2015. By 2020, the professions
will have changed, and the Group will have
maintained its values so that its transformation
will benefit everyone: not only small and large
customers, but also its employees, the regions and
all its partners.
In 2003, the Group signed the United Nations Global
Compact for human rights. Our commitment to
apply these principles remains intact. We are actively
involved in advancing the 17 sustainability objectives
redefined by the UN in September 2015, specifically
in the postal sector.
Today I am pleased to share with you our latest CSR
report which will give you a broad vision of our
commitments, achievements and progress.
“LE GROUPE LA POSTE IS FULLY
ENGAGED IN THE ENERGY
TRANSITION – FOR ITSELF AND
FOR THE LOCAL AREAS IT SERVES.”
(1) Le Groupe La Poste’s Data charter will be published during the first semester of 2016.
(2) Since 1 May 2016, La Poste supplies all its sites and all its electric vehicles with renewable electricity.
3
4
2015 – A YEAR OF RESPONSIBLE
ACTIVITY AT LA POSTE
2015 – a year of responsible
activity at La Poste
JANUARY
GeoPost developed new delivery solutions to consumers outside
the home as well as by appointment: 200 Pickup Station boxes were
put in place in France in 2015, and clients now can choose the
delivery date and method from the first notice.
FEBRUARY
The Group signed three agreements “Un avenir pour chaque
postier” (A Future for Every Employee) with the majority of the unions.
The agreements provide concrete responses to employees concerning
their skills, training and professional development.
MARCH
Poste Immo won
the contest “CUBE 2020”
for the multisite in Rennes
Colombier (Ille-et-Vilaine
département). The
employees in this building
achieved 20.7% energy
savings.
Renault and the Services-Mail-Parcels business unit started
testing in Dôle (Jura département) an electric truck with a hydrogen
fuel cell that doubles the vehicle’s mileage. A first in Europe! For an
entire year, this test will explore the full potential of the hydrogen
technology under real operating conditions.
APRIL
For the first time,
Le Groupe La Poste organised
from 13 to 17 April 2015 “Volunteering
week”. Sixty events to promote
and show appreciation for volunteering
were organised by employees in
18 French regions.
JUNE
MAY
The Services-Mail-Parcels
business unit enhanced the Recy’go
service by adding the collection of sensitive or
confidential papers, cardboard and cleaning
out archives.
For the first time, Le Groupe La Poste partnered with the “Quality of life
at work week” organised from 15 to 19 June 2015. This gave the Group the
opportunity to communicate about its achievements and to share in a mutual way
the initiatives undertaken at all levels of the company.
The Group launched in 32 post offices in the Loire-Atlantique and Vendée
départements Ardoiz, a digital tablet designed and developed to facilitate seniors’
access to the Internet.
JULY-AUGUST
Le Groupe La Poste signed an agreement
with the unions to promote professional equality.
This agreement improves gender balance,
work-life balance and makes provisions for
parenthood.
La Poste was chosen to monitor 60,000 pensioners
and detect critical situations. Employees of the
Services-Mail-Parcels business unit are
carrying out this mission.
SEPTEMBER
La Poste Retail Network opened in
Bagnac-sur-Célé (Lot département) the first
public service centre (PSC). La Poste made a
commitment to the government to transform
500 post offices into PSC in rural areas or exurban
zones in order to ensure that their inhabitants
have access to public services.
The Services-Mail-Parcels business
unit launched the Colissimo rapid delivery
service in letter boxes.
OCTOBER
The Group signed contracts for electricity from
renewable energy sources to cover 1,300 major sites that
consume 66% of the total electricity used in postal
buildings.
La Poste became the world’s first postal operator and
France’s first company to join the RE100 initiative under
which the company committed to attain 100% green
electricity supply.
La Poste, through its Digital Services business
unit, was a partner of the CES® (Consumer Electronics
Show) Unveiled Paris. It presented the programme’s
15 most innovative projects, shown next to La Poste at the
CES® in Las Vegas, which incorporated the first “French
IoT” delegation to compete and promote the French
Internet of Objects sector on the international scene.
NOVEMBER
La Banque Postale
launched its line of “Green
loans”, a full range of
consumer home and vehicle
financing solutions that
includes the Éco PTZ
zero-interest rate loan, a home
renovation loan to increase
energy efficiency,
home-improvement
micro-loans, loans for
purchasing electric and hybrid
cars (as well as bicycles,
motorcycles and electric
scooters) and matching
insurance.
DECEMBER
Le Groupe La Poste was an official partner of the COP21
and participated in numerous events to raise awareness about climate change.
Le Groupe La Poste recycled conference papers via Recy’go in partnership with
ArjoWiggins. It also made three electric vehicles available to help with logistics.
The Group’s environmental, social and societal activities were
acknowledged by the rating agencies.
5
UNDERSTANDING
LE GROUPE LA POSTE
P.8
9
10
12
14
A major services group
CSR rating agency standards and assessments
Key facts and figures
Present in 44 countries on five continents
A market-oriented, customer-focused organisation
A leading services group with multiple activities, Le Groupe La Poste has been
serving and working closely with local communities for many years, providing
services that improve the quality of daily life. Each day, its 255,000 employees
serve millions of people throughout France, in a spirit of community service
that is part of the Group’s DNA.
It is this proximity with local communities and this spirit of service that have
earned La Poste the trust of French consumers and businesses and it is this
trust that is the foundation of the Group’s four public service missions
– universal postal service, nation-wide access to banking services, newspaper
and magazine distribution, and contributing to regional and urban planning.
Le Groupe La Poste is the country’s largest retail network and is strengthening
its global presence each year. In 2015, the Group posted revenue of
€23.045 billion, of which 20.9% was earned abroad. The acquisitions made
in 2015 confirm the Group’s global standing and growth ambitions.
7
8
UNDERSTANDING
LE GROUPE LA POSTE
1.
A major services group
G4-2, G4-3, G4-5, G4-7,
G4-9
Four public-service missions
As a public corporation, Le Groupe La Poste has always
served local communities and contributed to policies in the
public interest. The four public-service missions with which
La Poste has been entrusted – universal postal service,
nation-wide access to banking services, newspaper and
magazine distribution, and contributing to regional and
urban planning – help preserve and strengthen the bonds
that underlie French society. They are fundamental to the
social fabric of communities and are the foundation of
La Poste’s growth and development. These public-service
missions lie at the core of the Group’s activities and
strategy and inspire its commitments.
Seven business areas
Le Groupe La Poste has gained expertise in the following
areas:
• Logistics – the processing, sorting, transportation and
delivery of mail, parcels and other items
• Banking
• Telecommunications – mobile telephony and high-speed
Internet access
• Information management – with a broad range of digital
solutions
• Multi-channel distribution – via both physical and virtual
outlets
• Real estate – management of the Group’s vast property
assets to support its operational activities
• Personal services – with a wide range of local services
provided by mail carriers.
In response to major social issues, such as climate
change, population ageing and increasingly scarce natural
resources, La Poste and its subsidiaries are leveraging
their core strengths to develop new services, such as the
collecting and sorting of paper, cardboard and other waste
for recycling (Recy’go); ecomobility with training in
ecodriving (Mobigreen); ecomobility consultancy services
for local businesses and authorities (Greenovia); vehicle
fleet outsourcing and management for private and publicsector companies, local authorities and government
agencies (Véhiposte); and the development of services that
include insurance, tourism, healthcare, housing, and
various local services for senior citizens especially with the
appointment of a “Silver Economy” executive director.
Le Groupe La Poste’s parent company is La Poste SA:
• a French société anonyme corporation that is owned by
the French government (73.68%) and by the French public
financial institution Caisse des dépôts (26.32%).
• La Poste’s registered office is located at 9, rue du Colonel
Pierre Avia, 75015 Paris, France.
• Under article 1 of act no. 2010-123 of 9 February 2010,
La Poste’s shares may only be held by a public-sector
entity.
Further information on La Poste SA‘s organisation,
legal and commercial names, place of registration,
registration number, date of incorporation, term and
legal and regulatory framework may be found on
pages 12 and 20 of the 2015 Registration Document.
LOGISTICS
TELECOMMUNICATIONS
THE GROUP’S
BUSINESS AREA
MULTI-CHANNEL DISTRIBUTION
PERSONAL SERVICES
BANKING
INFORMATION MANAGEMENT
REAL ESTATE
Le Groupe La Poste consolidates
its positions in 2015 and innovates
in banking and logistics
G4-13
Le Groupe La Poste strengthened some of its partnerships
and its presence in banking and logistics in 2015.
• In July 2015, La Banque Postale’s subsidiary La Banque
Postale Asset Management (LBPAM) acquired
Malakoff Médéric’s subsidiary Fédéris Gestion d’Actifs.
This acquisition enables LBPAM to develop its asset
management business with mutual insurance companies
and to expand its range of socially responsible investment
products.
• LBPAM’s acquisition of a 25% stake in Aegon AM
expands its asset management expertise, strengthens its
position with institutional investors, enhances its range
of international products through Aegon AM’s global
expertise, enables the two companies to launch a new
and comprehensive range of high-quality products that
includes diversified investment solutions for individual
and institutional investors looking for alternatives in an
environment of historically low interest rates.
• The signing of a partnership agreement between
Malakoff Médéric, La Mutuelle Générale and La Banque
Postale to provide group healthcare insurance, which on
2 April 2015 resulted in the launch of a range of policies
available throughout France. This new offering is
consistent with La Banque Postale’s development in the
corporate and professional markets. This modular
solution responds to the obligation that French employers
have since 1 January 2016 to make supplementary health
insurance available to all employees and is consistent
with LBP’s core values of simplicity and accessibility.
• La Banque Postale’s acquisition of Nexity’s stake in
Ciloger, a leading player in the unlisted real estate
market. This is typical of its determination to provide
its customers with an expanded offering of asset
management products and services.
• GeoPost’s consolidation of its position in the freight
forwarding market, through the acquisition of the
Australian logistics provider WorldLink Perth and
of Signet UK, via GeoPost’s subsidiary Tigers.
• GeoPost’s acquisition of the remaining 50% of its
subsidiary DPD Russia. This considerably strengthens
the Group’s network in Eastern Europe, as DPD Russia
is a significant player in the Russian, Kazakhstani and
Byelorussian markets.
• The acquisition of an 80% stake in Resto-In, which
consolidates the Group’s position in the home meal
delivery market, and of a 20% stake in Stuart, a French
company that ensures parcel delivery by professional
courier in less than one hour.
CSR rating agency
standards
and assessments
G4-32
Le Groupe La Poste’s CSR performance is assessed by the
following rating agencies and organisations:
• Carbon Disclosure Project: Le Groupe La Poste obtained
a score of 97/100 for transparency (29% of the companies
rated scored between 75 and 100) and a “C” rating for
performance (6% of companies are rated C or B).
• IPC: The Group scored 79/100 and received a “Silver”
rating (11th out of 21).
• Vigeo: The Group scored 59/100 and was no. 2 out of the
29 companies in its sector (transportation).
• Oekom: The Group will be rated in 2016.
• Ecovadis: The Group CSR performance was rated 70/100
(“Gold” level) on 9 February 2016.
LE GROUPE LA POSTE CSR REPORT
Since 2014, Le Groupe La Poste has prepared its CSR
report in accordance with the Global Reporting Initiative’s
sustainable development reporting guidelines and
reports the information published as “compliant”
with the G4 Guidelines – Core option. A table that shows
the correspondence between the GRI-G4 indicators
and Le Groupe La Poste’s indicators is provided on
pages 139 to 148 of this document. The “G4-#” codes
indicate the relevant GRI guideline.
The acronyms used in this document are explained in
the appended glossary.
9
10
UNDERSTANDING
LE GROUPE LA POSTE
1.
Key facts and figures
2% 0.2%
Digital Services Other
Workforce
Approximately
255,000
employees worldwide
24.9%
La Banque
Postale
48.6%
ServicesMailParcels
Total:
€23.04 billion
Global presence
Operations in
44
24.3%
GeoPost
countries on 5 continents
2015 REVENUE
BY BUSINESS UNIT
Operating facilities
3,000
Approximately
sorting centres, distribution hubs and depots
20.9%
International
2015 revenue
23.04 billion
€
A solid balance sheet
On 31 December 2015, the Group’s net debt(1) was
€3.6 billion, for a debt-to-equity ratio of
37.6%
(1) The Group’s net debt does not include La Banque Postale, for which this concept is not relevant.
79.1%
France
BREAKDOWN OF
CONSOLIDATED REVENUE
BY GEOGRAPHICAL AREA
Logistics
Multi-channel distribution
• 22.3 billion items delivered worldwide, six days a week.
• Europe’s 2nd largest postal service provider by revenue
and volume.
• Europe’s 1st provider of universal postal service to enter
the express parcel market, in 1984, ensuring the delivery
of goods and documents anywhere within 48 hours.
•1 billion parcels carried and delivered worldwide in 2015.
• France’s largest retail network, La Poste has some
17,100 outlets that are staffed with approximately
60,000 employees trained in banking, who serve an
average of 1.6 million customers daily, with a
comprehensive range of postal and banking products and
services, mobile phone services and high-speed Internet
access.
• This retail network also includes 8,000 Pickup points
and lockers, 7,683 cash machines, automatic postage
machines, the La Poste web portal, letter box and
hand-to-hand delivery.
• In 2015, La Poste posted €151.4 million in on-line sales
and there were over 12 million unique visitors to the
laposte.fr website.
Banking
• La Banque Postale’s banking, insurance and asset
management clientele includes 10.8 million active
individual customers and 408,000 companies and NGOs.
• 63.12% of customer assets under management are
invested in accordance with corporate social responsibility
criteria.
• La Banque Postale Asset Management (LBPAM) and its
subsidiaries have €3.4 billion of SRI assets under
management.
Internet and telephony
• 1.25 million mobile phone customers
• Since 8 March 2015 high-speed Internet access via the
La Poste Mobile box.
Digital services
• France’s no. 3 webmail and no. 4 e-mail service
provider, with over €550 million to be invested in digital
projects from 2016 to 2019 and annual revenue of
€560 million.
• 1.6 million digital safes were opened with Digiposte,
the leader in France.
• On-line advertising websites host 25 million unique
visitors each month.
Real estate
• Le Groupe La Poste owns 26% of the 12,475 properties
it manages.
• The 2nd largest portfolio of properties in France, with an
estimated market value of €3.6 billion.
Personal services
In 2015, the Proxi services provided by mail carriers
resulted in:
• 4.5 million contracts that generated €9 million in
revenue.
The personal services provided under the 2.7 million
“Autonomy” insurance and other personal risk insurance
policies in effect at the end of 2015 were awarded a gold
medal at the 2015 Trophées de l’Assuré awards.
11
12
UNDERSTANDING
LE GROUPE LA POSTE
1.
Present in 44 countries
on 5 continents
G4-5, G4-6, G4-10
Le Groupe La Poste’s workforce
by continent
96.9% of Le Groupe La Poste employees work in Western
Europe (Unesco definition).
Most of the Group’s operations are located in countries
with democratic institutions and the resources for
enforcing compliance with human rights and with the
basic principles of the International Labour Organisation.
Le Groupe La Poste is also present in countries that are
more exposed to human and labour rights violations, but
its operations in these countries are confined to relatively
small companies or partnerships (see pages 394 to 397
of the 2015 Registration Document).
Unesco’s definition:
Andorra, Austria, Belgium, Denmark, Finland, France, Germany,
Greece, Iceland, Ireland, Italy, Liechtenstein, Luxembourg, Malta,
Monaco, Netherlands, Norway, Portugal, San Marino, Spain, Sweden,
Switzerland, United Kingdom, the Vatican City State.
1.7%
Eastern European countries and Russia
0.2%
America
6,2%
Other Western European countries
1.1%
Africa
96.9%
of Group’s workforce
is located in Western Europe
0.1%
Asia
253,158
Employees
90.7%
France
BREAKDOWN OF GROUP STAFF
BY GEOGRAPHIC AREA
• PRESENCE OF LE GROUPE LA POSTE IN THE WORLD
United States
Trinidad
and Tobago
Austria
Belgium
Bulgaria
Croatia
Czech Republic
Estonia
France
Germany
Greece
Hungary
Ireland
Liechtenstein
Lithuania
Luxembourg
Netherlands
Poland
Portugal
Romania
Slovakia
Slovenia
Spain
Switzerland
United Kingdom
Belarus
Kazakhstan
Russia
Turkey
Ukraine
China
Hong Kong
India
Malaysia
Singapore
Algeria
Burkina Faso
Cameroon
Ivory Coast
Mauritius
Morocco
Niger
South Africa
Australia
13
14
UNDERSTANDING
LE GROUPE LA POSTE
1
1.
A market-oriented,
customer-focused
organisation
G4-4, G4-8
The skills and expertise that La Poste and its subsidiaries
have gained in each of the Group’s seven business areas
are organised into five business units – Services-MailParcels, La Banque Postale, the La Poste Retail Network,
GeoPost and Digital Services.
Services-Mail-Parcels comprises the delivery of letters,
newspapers, magazines and parcels under the La Poste
brand in France and abroad, the delivery of advertising and
marketing materials, and integrated solutions for the
e-commerce sector. As France’s provider of universal
postal service, Services-Mail-Parcels serves 26 million
French households six days a week. Another of this
business unit’s public-service missions is the low-cost
distribution of newspapers and magazines. Products
and services are provided mainly under the La Poste
and Mediapost brands.
GeoPost is the Group’s international parcel company
delivering parcels of up to 30 kg to businesses (B2B)
and consumers (B2C) in France and around the world.
GeoPost generates 78% of its revenue outside of France,
with a comprehensive range of personalised domestic
and international solutions that is supported by a
proprietary distribution network with almost 8,000 Pickup
points in France and over 22,000 in Europe at the end of
2015. GeoPost operates under the DPD group’s brands:
DPD, Chronopost, SEUR and Interlink Express.
A La Banque Postale advisor is on hand to guide and support
customers with their plans, whether or not they have an
appointment.
La Banque Postale handles the Group’s banking and
insurance activities. It is the successor to La Poste’s
Financial Services division. On 31 December 2015,
La Banque Postale had 10.8 million active clients,
11.7 million deposit accounts and 8 million bank cards in
use. LBP is organised into three departments: Retail
Banking, its core business, which historically serves
consumers but was extended to companies and NGOs in
2011 and to local authorities in 2012, Insurance (with lifeinsurance, personal risk insurance, property and health
insurance subsidiaries); and Asset Management.
La Banque Postale’s mission is to ensure that banking
products and services are easily accessible, such as the
“Livret A” passbook account, which pursuant to the 2008
Economic Modernisation Act must be made available to
anyone who makes a minimum deposit of €5. La Banque
Postale operates under its own brand name.
La Poste Retail Network is the Group’s multi-business
retail organisation. It plays a key role in the Group’s public
service mission of regional and urban planning and
development at least 90% of the population of each French
département must be no more than 5 kilometres (or
20 minutes) from a La Poste outlet. Whether directly
owned or operated in partnership with local authorities or
merchants, these outlets enables customers to discover
and access the Group’s postal and financial products and
services and its mobile telephone and high-speed Internet
access offerings. The La Poste Retail Network operates
under the La Poste and La Poste Mobile brands.
Digital Services develops and markets digital solutions
and services in the areas of digital transformation, digital
marketing, document production and digital security.
Within the framework of the “La Poste 2020: Conquering
the Future” strategic plan, Digital Services was entrusted
with the task of coordinating the Group’s digital innovation
and transformation, and in general assisting all Group
entities with its digital expertise. This involves helping
employees use new tools and methods and providing
leadership and guidance for La Poste’s various innovation
initiatives and entities, for example by managing the
Start’inPost subsidiary and leading an ambitious program
to enhance the Group’s digital visibility. Digital Services
operates under various brands, including Docapost and
Mediapost communication.
Subsidiary Poste Immo not only manages the Group’s
real estate assets, it promotes and develops real estate
projects and provides other property-related services for
the Group’s customers. Poste Immo manages, maintains,
develops and enhances the value of an exceptionally
large and diverse portfolio of over 11,300 service-sector,
industrial and commercial buildings throughout France
covering an area of some 6.5 million m2, of which almost
4 million m2 are owned by La Poste. Poste Immo manages
91% of the Group’s buildings.
Readers who would like more information about Le Groupe
La Poste’s business activities and its real estate subsidiary
– including financial and operational indicators, legal
structure, organisational characteristics, key challenges,
strategic priorities and prospects – may refer to pages 21
to 112 of Chapter 5 of the 2015 Registration Document.
15
STAKEHOLDER
ENGAGEMENT
P.17 Addressing stakeholder expectations
26Consulting stakeholders to inform strategy
27Sharing value
Le Groupe La Poste has made stakeholder engagement a key component of its
business development strategy and transformation. Clear CSR roles and
responsibilities are necessary at all organisational levels to ensure that the
Group is able to address new challenges and take decisions that are in its best
interests and those of its stakeholders.
Addressing stakeholder
expectations
La Poste’s stakeholders form a rich and complex
“ecosystem”. They all expect the Group to provide effective
solutions that are fully consistent with its commitment to
corporate social responsibility. La Poste’s long history and
widespread presence have made it something of an icon in
France, its own diversity closely mirroring that of French
society. The Group is fully aware of the impact of its
business activities on its environment and remains
constantly focused on the concerns and expectations of its
stakeholders.
A constant focus on stakeholder
concerns and expectations
Le Groupe La Poste has various ways of identifying and
selecting the stakeholders with which it engages, based on
the scope of the stakeholder relationship and the
frequency of interaction. In addition to its shareholders, its
employees are also important, since their well-being and
skills are essential to operational performance and value
creation.
Customers, in all their diversity, are also key stakeholders,
since their input plays a vital role in developing products
and services that address their specific environmental,
social and other concerns. Given its commitment to
promoting responsible purchasing, the Group has more
recently included suppliers and subcontractors among its
major stakeholders. Through their publications and/or
their expert assistance in specific areas that are of special
importance to La Poste, some NGOs and non-profit
organisations have become veritable partners. Some
examples include La Poste’s collaboration with the World
Wildlife Fund (WWF), to help protect the environment, and
with Transparency International, to fight corruption.
The tables on the following pages provide a summary of
Le Groupe La Poste’s main stakeholders, the origin and
history of the relationship, stakeholder expectations and
the nature of the Group’s engagement, i.e. the entities
responsible for the relationship and the key processes.
G4-24, G4-25, G4-26, G4-27
17
18
STAKEHOLDER ENGAGEMENT
2.
Shareholders
Specific stakeholders in direct
contact with the Group
• The French government (73.68%) and Caisse des dépôts
(26.32%)
Relationship history
• Upon La Poste’s conversion to an SA corporation on
1 March 2010
Main expectations
• Financial performance, sustainability of the business model and
long-term value creation
• Management of risks to the Group’s reputation
• Fulfilment of commitments made to the French government,
regulatory compliance in respect of corporate social responsibility
and public service obligations
Key entities
and processes
• Board of Directors and its Quality and Sustainable Development
Committee (three to four meetings a year)
Customers and consumer associations
• All French companies
• Consumers living or staying in France
• 17 consumer associations
• Personalised management of the key accounts of subsidiaries
and business units since the 1990s
• La Poste has had an ombudsman since 1989 and holds meetings
with consumer associations
• Consumers have sat on the Board of Directors since 2010
Main expectations
• Attentiveness to needs, proximity and quick response to
questions, rapid handling of complaints and customer quality
commitments
• Respect for consumers and their interests, security of entrusted
funds, data and other information
• Accommodating the vulnerabilities of certain customers,
simplifying access and use, and providing universal access to
products and services every day and everywhere
• Providing information on products and services and pricing
policy
• Useful everyday services providing environmental and/or social
benefits
• A strong employment model
Key entities
and processes
• Consumers are represented on the Board of Directors by an
outside director
• The Group’s ombudsman
• Meetings and working groups on specific issues
• Surveys and opinion polls
• Participatory approach to identifying key customer concerns
Employees and their representatives
• The Group’s employees and La Poste employees in particular
• Trade unions (CFDT, CFTC, CGT, FO, SUD and Unsa), employee
representatives in subsidiaries and their equivalents in foreign
entities
• Representation on the Board of Directors
• Employees are regularly consulted since 1988
• Engagement with trade unions and participatory innovation
system since 1996
• Workplace mediator since 2012
• Personalised support for employees (centralised e-mail
response service) since 2011 and ethics warning procedure
Main expectations
• Job and employment quality, working conditions (health, safety,
well-being)
• Participation in the Group’s development
• Measures to enhance employability; career guidance and support
• Equal opportunity in employment and career development,
recognition of work and skills
• Transparency in employee relations
• Engagement in corporate social responsibility
Key entities
and processes
• Employee representative bodies (workshops and monthly
management meetings)
• Employee satisfaction and CSR surveys
• Other surveys and qualitative and quantitative assessment groups
• Frequent meetings between managers and their teams
(“espaces/temps communication”)
• Workplace mediation procedure and employee support system
Suppliers and subcontractors
• Contractual relations maintained with more than 40,000
suppliers and subcontractors
• Depends on each contract and the Dynamic Alliance Charter
• Since 2014, with the signatories of the Dynamic Alliance for the
social and solidarity economy (SSE)
Main expectations
• Long-term business ties with firm procurement commitments
• Contract award conditions that give everyone a chance while
honouring CSR commitments
• Compliance with contractual commitments and payment periods
• Support for efforts to develop more responsible products and
services
• Supporting innovation
Key entities
and processes
• Purchasing charter and specifications
• Codesign and development of equipment with suppliers and
employees
• Working group with SSE suppliers
19
20
2.
Local elected officials and authorities
• All French and European local elected officials
• For over 14 years, the Group has been observing formal and
structured procedures and processes to ensure effective dialog
with local elected officials.
Main expectations
• Compliance with public service commitments and regulations
• A strong local presence, especially in rural and underprivileged
areas
• Involvement in local projects to promote sustainable
development (Climate Plan, Agenda 21, SRCAE, city policy and
rural development)
•Supporting measures to employ vulnerable populations
Key entities
• A member of the Board of Directors, appointed by decree,
represents French regional authorities
• CDPPT (departmental committee on local postal coverage)
• La Poste’s participation in AMF, ARF, AMGVF, AMRF, ANEM
and OFII, inter-ministerial delegations, FNPR, etc.
Key processes
•The chairman of the AMF (the French Mayors Association)
is an independent member of the Board of Directors
• CDPPT
• Surveys and regular meetings with elected officials and
government agencies, particularly with the Group’s chairman
Other companies and groups
• Partnerships with or membership in numerous employer
groups, such as EpE, AFMD, CDDEEP, Avere, Afep-Medef,
CGPME and IMS
• Cooperation over the past few years
Main expectations
• Sharing practices and common policy decisions or commitments
• Joint development of shared tools and methods
• Joint resolution of implementation issues
Key entities
and processes
• Working groups
• Membership in governance bodies of partner employer
organisations
• Bilateral and multilateral dialogue
• White paper
Organisational partners (NGOs and other non-profit organisations)
• FNE, WWF, PU, FNH, France Terre d’Asile, Transparency
International, E2C, NQT and many other local partners.
• Regular contact for several years
Main expectations
• Openness to dialogue and cooperation
• Transparency and reliability of practices and communication
• Guaranteed compliance with regulations and business ethics
• Universal access to postal and banking services
• Contribution to advancing CSR and to national and local social
solidarity initiatives
Key entities
and processes
• Partnerships based on philanthropy or sponsorship agreements,
participation in governance or in annual or semi-annual bilateral
progress meetings
• Working groups, preparation of formal opinions, signature of
charters and manifestos
Multi-stakeholder organisations
• Comité 21, Institut de l’économie circulaire, ORSE, E2C, Orée, etc.
• Institutional, sponsorship agreements or direct membership
Main expectations
• Engagement with the Group and information and feedback on
commitments
• Participation in projects of public interest and firm commitments to
sustainable development themes
Key entities
and processes
• Board of Directors and its Quality and Sustainable Development
Committee
• Annual meeting of parties to the Public Service Agreement
(High-Level Monitoring Committee)
• Working groups and bilateral progress meetings
• Partnership agreements, charters and manifestos
21
22
2.
Participation in industry associations
and lobbying activities
G4-15, G4-16
Anticipating regulatory and social change
In Europe
Since 1993, La Poste has maintained a representative
office in Brussels responsible for monitoring issues that
concern the European Union, representing the company to
various European institutions and defending its interests.
La Poste is registered in the European Union’s
Transparency Register.
In 2015, the representative office focused its efforts on
postal directives, the green paper on the cross-border
delivery of parcels, the digitalisation of the economy and
trade, transportation and logistics, retail banking, value
added tax (VAT), and the development of international trade
(customs, intellectual property and free-trade
agreements).
Le Groupe La Poste is assisted in this effort by two
lobbying firms.
In 2015, the Group’s Chairman and CEO went to Brussels
and Strasbourg to meet with European policy-makers:
– on 16 April 2015, he, along with the chairs and CEOs of
other European post offices, met with the Commissioner
of the Digital Single Market and the Commissioner for
Internal Market, Industry, Entrepreneurship and SMEs
– that same day, he also met with France’s Permanent
Representative to the European Union
– on 29 April 2015, French members of European
Parliament were invited to a dinner-debate at the
European Parliament building in Strasbourg to discuss
developments in the postal sector and issues affecting the
sector in Europe.
LOBBYING CHARTER
In February 2015, Le Groupe La Poste adopted a
“Lobbying Charter” that was drafted in collaboration with
Transparency International France. The charter sets forth
the rules that govern relations between the Group’s
employees and French government and European
officials. This charter is based on three fundamental
In France
In France, the Group has set up a parliamentary
monitoring unit to ensure that all of its entities are aware
of and can contribute to legislative proposals before the
French parliament. The Group’s wide range of business
activities gives it considerable insight into the operational
aspects of implementing legislation and enables it to
inform members of parliament of potentially adverse
consequences.
Not only does Le Groupe La Poste’s Chairman and CEO
extend a monthly invitation to all French parliamentarians
to attend an informal breakfast meeting at the Group’s
head office to discuss developments in its business
activities, La Poste has appointed a special representative
to defend its interests before these elected officials.
Parliamentarians and Board members thus have a single
contact for conveying all of the information necessary for
the legislative work that affects the Group and its public
service missions.
La Poste also partners with national associations that
represent elected officials and local authorities (see
page 20).
In 2015, the Group’s Chairman and CEO testified several
times before parliamentary commissions — the National
Assembly’s Commission on Economic Affairs (on 18 March
2015) and the Senate’s Commission on Economic Affairs
(on 25 March 2015) and its Commission on Regional
Planning and Sustainable Development (on 3 November
2015).
Senior executives have also provided information and
expressed their opinions to members of French parliament
on such subjects as the future of the tobacconist network,
the funding of local authorities and the “toxic loan”
problem, tax bases and tax collection in the age of the
digital economy, the 2016 Budget Act (which includes the
budget for postal services), the collaborative economy,
immersion education of regional languages and the
creation of itinerant public services.
principles — compliance with laws and regulations,
integrity, and trust in all dealings with stakeholders.
The charter also applies to firms that represent
La Poste’s interests to government authorities and
officials. In 2015, work to harmonise the reporting of
lobbying expenses was pursued with the other members
of Transparency International France.
At the local level
The Group’s Chairman and CEO has appointed a
representative to liaise with local elected officials in each
French département and region. La Banque Postale has
strengthened its ties with local public-sector stakeholders
by setting up a Local Finance Steering Committee
composed of elected officials, former parliamentarians
and experts. Among other things, this committee is
responsible for long-term planning, risk assessment,
monitoring new developments and proposing new
services.
Under French law, companies are prohibited from participating
in political activities.
G4-S06
La Poste does not fund any political party in any way whatsoever. It also makes sure that its policy positions
take the interests of all stakeholders into account and that the elected officials of all democratic parties are
dealt with respect.
Taking a stand and working together
The Group expresses its positions and takes action through
various NGOs and trade associations. This involves signing
charters and manifestos and contributing to the proposal
of new laws and regulations to promote sustainable
development throughout France. (See table on next page)
SOME POLICY POSITIONS DEFENDED
IN 2015
than 45 days, the competent government authority may have
driving tests administered by public-sector or contractual
employees who are authorised to provide driving
instruction”. La Poste then seconded 50 employees to
strengthen the ranks of driving instructors.
The Group has obtained the standardisation of ecodriving
training and has supported efforts to have this training
provided in the workplace outside of the traditional
driving school environment.
When French parliament was examining the Economic
Activity and Growth bill, which became act no. 2015-990 of
6 August 2015, La Poste supported the government’s plan
to allow approved organisations to administer the national
written driver’s license examination.
La Poste also offered to help set up a system to ensure
that “in all French départements where the average time
before someone can retake the practical driving test is more
23
24
2.
Associations in which the Group
is a member
Contributions and objectives
of the Group
Institut de l’Économie Circulaire (Institute of Circular
Economy), founded in 2013 at the initiative of La Poste
and other members
• Determining the strategy and policy positions for the
Environmental Conference and COP21
• Incorporating circular economy principles in the
Energy Transition Act
• Drafting a White Paper on the Circular Economy
Entreprises pour l’Environnement (EpE), an association
that brings together some forty French and
international companies that have agreed to work
together to better integrate environmental
considerations in their strategies and day-to-day
operations.
• Preparing civil society positions for the COP21
conference
• Signing of the Global Declaration on Climate Change
and responding to proposed Energy Transition Act
measures
• Publication of best practices to prevent climate change
The Association Française des Managers de la Diversité
(AFMD) offers a forum for exchanges and the sharing of
experiences in diversity management involving the
participation of senior managers, diversity officers and
human resources personnel
• Defending compliance with the Diversity and
Parenthood charters
• Seeing to it that laws and regulations guarantee equal
opportunity
Avere-France, which was founded in 1978 at the
initiative of the European Commission, is a trade
association that works to promote the development of
electric vehicles in France
Promoting the development of ecological vehicles in
France and having facilitating measures included in the
Energy Transition Act and in several decrees
CDDEEP (the “club for the sustainable development of
public-sector companies and organisations”) was
founded in 2006 by Ademe and the Ministry for the
Environment, Energy and the Sea. Its approximately
60 members are engaged in strategic thinking on
sustainable development policies and the
implementation of policy measures in public bodies
CDDEEP was consulted by the French Ministry of the
Environment, Energy and the Sea on the subject of
sustainable development and on various planned
statutory and regulatory measures
The Ecological Car Club, the Autonomy and Dependency
Club and the Last Delivery Mile Club. These three clubs
are led by Com’Publics, a French political lobbying and
media relations firm
Participation in studies involving a broad spectrum of
stakeholders and in setting forth policy positions with
respect to proposed statutory and regulatory changes to
support the energy transition and social inclusion
Sustainable Building Plan, RBR 2020 and other
organisations that deal with regulatory issues that affect
the renovation of commercial buildings
Verifying the technical and financial feasibility of
regulatory decisions
REE100
Promoting the development of sustainable energies
worldwide
Working at the global level to ensure exemplary postal
service
Le Groupe La Poste at the Universal Poste Union
Representing the French government, Le Groupe La Poste
led the Universal Postal Union’s Sustainable Development
working group and among other things prepared the 20162020 strategic orientations that will be discussed at the
next UPU Convention in Istanbul in the fall of 2016.
THE UPU’S POSTAL CARBON FUND
In 2014, La Poste and eight other national post offices
founded the Postal Carbon Fund, the world’s first
industry-specific carbon offset fund. The fund enables
postal services in developed countries to offset their
GHG emissions by funding sustainable development
and emission reduction projects in developing countries.
The Fund selected its first projects in 2015 and
presented its organisation and objectives at the COP21
conference in Paris.
At the next UPU conference, the Postal Carbon Fund is
expected to propose an ambitious growth strategy that
will get more countries involved.
The Corporate Social Responsibility Club
La Poste chairs the Corporate Social Responsibility Club
(CARSE) the main objective of which is to enable the
members of PostEurop to implement all aspects of their
CSR policies. This ranges from providing training in human
resources development, to ensure high-quality
employment opportunities, to reducing the environmental
impact of postal services.
Working groups have been set up to deal with healthcare,
employee issues, training, social monitoring and the
environment.
Memorandum of understanding with the Japanese post
office
In 2008, 2011 and 2014, La Poste and Japan Post signed
and renewed a 3-year MOU on various subjects, ranging
from e-commerce and express deliveries, to financial
services, CSR and collector stamps. There was
considerable co-operation to promote ecodriving, electric
vehicles, Recy’go and other responsible services.
The issues of gender equality, diversity and equal
opportunity were also dealt with. Japan Post’s
commitments include promoting 2,000 female employees
to management positions.
Memorandum of understanding with the Morocco
Post Office
The MOU agreed between La Poste and the Moroccan Post
Office has resulted in the following:
• technical support in setting up a CSR system
• CSR training of senior managers at Barid Al Maghrib
and for CIMA (Chronopost International Maroc, the express
delivery subsidiary of GeoPost and Poste Maroc) which was
held on May 29 and 30 in 2013, resulted in the granting of
CSR certification in 2015
• preparation of a common CSR Charter
• the holding of six CSR seminars since late 2013, dealing
with such subjects as the circular economy, responsible
management, diversity and preventing discrimination,
ecomobility, responsible purchasing and responsible
marketing
• the invitation of the CSR team to the COP21 conference
held in Paris in December of 2015.
Assisting postal authorities in the Philippines
On behalf of the French Ministry of the Economy and
Budget, last September the Group provided on-site
training in sustainable development to senior managers
of the Philippine postal authority.
25
26
2.
Consulting stakeholders
to inform strategy
G4-27
To prepare its “La Poste 2020: Conquering the Future”
strategic plan, in 2013 Le Groupe La Poste organised
Citizen Conferences to inform and engage all of its
stakeholders. This was the first direct consultation of
the general public in France on this scale.
These Citizen Conferences have shown the way forward
– La Poste must accelerate its growth and development,
maintain and modernise its public service missions,
develop new services in the public interest, build
a sustainable future for every employee, improve its
competitiveness and return to a sound financial footing.
Simplifying our products and services
During the Citizen Conferences in 2013, La Poste’s
customers made it clear that they wanted products and
services that were simpler and easier to use.
On 1 January 2015, La Poste responded by aligning
and streamlining its mail and parcel offerings and making
it easier to mail small objects, documents and goods up
to 3 cm thick and weighing up to 3 kg.
La Poste also now offers a wider range of prepaid and
unpaid packaging as well as the “Lettre suivie”, a new and
less expensive recorded delivery letter for small objects,
documents and goods up to 3 cm thick.
People can now send their packages from their letter box.
This service has already been used to send
500,000 packages in one year.
La Poste’s efforts to reorganise services at post offices
include:
• a “Ready to Send” counter for documents, small objects
and goods less than 3 cm thick and weighing up to 3 kg;
• a “Prepare it Yourself” self-service counter that is
equipped to enable customers to select the most
appropriate package for their parcels;
• enabling customers to prepare their packages at home
or in their office and pay postage either at a traditional
counter, using an automated postal machine, or on line at
laposte.fr, at a reduced rate.
Making a commitment to customer
satisfaction
Within the framework of public service
Pursuant to the 2013-2017 public service agreement with
the French government, Le Groupe La Poste’s service
performance for 2014 was reviewed at the second meeting
of the High-Level Monitoring Committee in the presence of
all stakeholders. This committee is chaired by the French
Minister of the Economy and is composed of
representatives of trade unions, consumer associations,
the postal regulatory authority, Philippe Wahl and the
Group’s senior managers. All stakeholders at the meeting
acknowledged the quality of service that La Poste assured
in respect of its public service missions.
Understanding the customer relationship
Le Groupe La Poste’s new strategy includes a renewed
approach to the challenge of customer satisfaction that
is based on over three years of studying the main causes
of customer complaints and the drafting of four Customer
Commitment Charters.
Expectations have changed:
Consumers are increasingly demanding 24/7 on-line
access to La Poste’s services. Digital Services, the Group’s
newest business unit, is spearheading a number of
innovations in this area that seek to simplify the on-line
customer experience.
Independent professionals and small businesses also
want round-the-clock access to La Poste’s products and
services. They would also like more information about
their mail and La Poste’s efforts to protect the
environment. Dedicated staff respond to the specific
questions and needs of these customers, either directly
by telephone or on-line, where a response is guaranteed
the next business day.
La Poste’s commitments to corporate clients include an
alert system to inform them of any anticipated delay in
mail collection or delivery, and a dedicated account officer
to handle all queries.
For its strategic key accounts, La Poste builds veritable
partnerships that are underpinned by a Strategy
Committee that meets once a year to review all aspects
of the client relationship, identify areas for improvement
and discuss joint projects. The exchange of information
with other clients that face similar concerns are
encouraged. Each client has an account manager and
secure and personalised online access.
Sharing value
G4-EC1
CREATED VALUE
CREATED VALUE SHARED WITH STAKEHOLDERS
Employees: 51%
Operating revenue
€23,622 M
of which:
Turnover
Net banking
income CICE
Business partners: 33%
€17,315 M
€5,730 M
9%
6%
La Poste: of which:
– Sundry provisions:
of which:
– Taxes on compensation:
– Local taxes:
– Corporate income tax:
€11,982 M
€8,751 M
€3,016 M
€215 M
€7,768 M
€5,648 M
€1,350 M
€770 M
€2,215 M
€1,590 M
€1,330 M
€784 M
€293 M
€253 M
<1%
Shareholders dividends: €173 M
<1%
Banks and providers of capital: €154 M
LE GROUPE LA POSTE’S PUBLIC SUBSIDIES
G4-EC4
of which:
– Sub-contractors:
– Purchase / Sponsoring:
– Paid loans: French state and local
authorities taxes: €344 M
Other expenses €233 M
of which:
– Compensation:
– Social security contributions:
– Benefits:
In 2012, the revised French Budget Act established the
CICE tax credit to promote competition and employment.
Le Groupe La Poste, which is the largest beneficiary of
this measure, is eligible to receive this tax credit since:
– it is a société anonyme corporation (similar to
a British plc);
– it enjoys no monopoly, all of its business activities being
conducted in a freely competitive environment.
La Poste is France’s second-largest employer after the
government with 224,045 employees in France, 82% of
which receive no more than 2.5 times the minimum wage.
As a labour-intensive company that pays relatively low
salaries, La Poste is understandably entitled to the largest
CICE tax credit.
The purpose of the CICE is to “support business
competitiveness by providing funds for investment,
research, innovation, training, recruitment, developing
new markets, the energy and ecological transition, and
working capital”. La Poste also receives financial
compensation for its public service missions. In 2015
it received €235 million to ensure banking accessibility
and €150 million for the transport and distribution
of newspapers and magazines. To offset the costs
of regional and urban planning and development,
a €130 million local tax abatement was granted in 2015.
This amount was allocated to a national postal fund.
Pursuant to its postal coverage and service agreement
with AMF and the French government, La Poste handles
the financial and accounting management of this fund.
For more information see pages 85 and 86 of the 2015
registration document.
27
CSR POLICY INTEGRATED
INTO LE GROUPE LA POSTE’S
STRATEGY – “LA POSTE 2020:
CONQUERING THE FUTURE”
P.30 Materiality analysis of CSR issues and priorities
33 Implementing Le Groupe La Poste’s CSR policy
35 Implementing the CSR policy within each business unit
Le Groupe La Poste defined an ambitious corporate social responsibility
(CSR) policy within the framework of its strategy, “La Poste 2020:
Conquering the future”. The Group wishes to respond to its
stakeholders’ expectations (accelerate its development, ensure and
modernise its public service missions, develop new public interest
missions, build a labour agreement, increase its competitiveness,
and re-establish its economic health) while integrating a sustainability
dimension in all its activities and projects.
Le Groupe La Poste’s CSR policy can be expressed as one ambition
and two commitments.
One ambition
Delivering local services, Le Groupe La Poste aims to facilitate everyone’s
access to all useful services in order to contribute to the sustainable
development of its regions.
Two commitments
1. To be exemplary in its commitment
to society
This commitment encompasses its
products and services, its operations,
and its relations with customers as
well as with suppliers and
subcontractors. It tries to develop
public services that respect both
people and the environment.
2. To contribute to the sustainable
economic development of its regions
and to local employment
It is working to develop new synergies
and forms of solidarity to contribute to
the development of more innovative
and sustainable local economies.
29
30
CSR POLICY INTEGRATED INTO LE GROUPE LA POSTE’S
3.
Materiality analysis
of CSR issues
and priorities
G4-2, G4-18 to 21, G4-45
A materiality analysis(1) was carried out by the Group and
in each business unit to establish the priorities to act on
these two commitments in accordance with the goals for
2020. It will also help the Group undertake its
transformation.
This analysis of the priority activities is carried out with
reference to two major international standards: ISO 26000
(to identify the aspects specific to the Group) and the
Global Reporting Initiative (GRI), version 4, (to classify the
aspects according to their importance).
Le Groupe La Poste conducted this materiality analysis in
2014 with the help of associations such as C3D, ORSE,
Comité 21, Orée, IMS and FNE. It also incorporated the
results from various investigations and surveys of
customer and employee satisfaction, from the major
complaints reported in the media, and from in-person
meetings with various managers of the Group.
The Group’s CSR reference guideline includes the following 36 aspects.
Employees
Communities
Customers
Suppliers
Environment
Energy
Governance
Employment
and workplace
conditions (legal
aspects)
Philanthropy
and related
partnerships
Socially and
environmentally
responsible
service offerings
Suppliers’ CSR
practices
Training
Combating the
digital divide
Responsible
customer service
CSR procurement Greenhouse gas
practices (choice) (GHG) emissions
Security
and protection
of data (except
customer data)
Professional
development
and mobility
Aging of the
population
Product and
service
accessibility
CSR procurement Adaptation to
practices (usage
climate change
and monitoring)
Business ethics
Occupational
health and safety
Combating
poverty and
exclusion
Protection and
confidentiality
of customer data
Availability of
suppliers’ offer
Health linked to
the environment
Transparency
and governance
Quality of life
at work
Local economic
development
New consumption
methods and
practices
Waste
management
Decision-making
organisation
Diversity
and equal
opportunities
Regional planning
Water
Labour/
management
relations
Biodiversity
and ecosystem
services
Other human
rights
Scarcity
of natural
resources
Each aspect was determined depending on both the level
of stakeholders’ expectations and its importance to the
Group. Each aspect’s influence on stakeholders’
expectations and decisions was evaluated by taking into
account political priorities at different levels (world,
Europe, France), and stakeholders’ expectations (whether
Safety of goods
and people
openly expressed or deduced from their reactions). Each
aspect’s importance to the Group was determined in
consideration of its contribution to the Group’s strategic
plan “La Poste 2020: Conquering the future”, its financial
impact and the risk that it incurs for the Group.
(1) According to the GRI4, an aspect is material if it reflects the organisation’s major economic, environmental and social impacts or influences substantially the
assessments and decisions of stakeholders.
This process led to Group’s first materiality matrix. Given
the diversity of its business activities, no aspect could be
left out since they were all determined to be important with
respect to at least one of the evaluation criteria.
Respecting their individual differences, each business unit
carried out the process in parallel. Putting it all together
consistently for the Group led to the following result:
Le Groupe La Poste’s materiality matrix
CSR THEMES WITH HIGH EXTERNAL IMPORTANCE
STRATEGIC CSR THEMES
ccessibility
A
of products and services
Greenhouse gas emissions
abour/management
L
relations
Occupational
health and safety
Safety of goods and people
Importance for society and stakeholders
Business ethics
mployment and workplace conditions
E
(legal aspects including salaries)
D
iversity and
Protection and confidentiality
Anti-poverty
equal opportunity
of customer data
and exclusion actions
Aging
of
the
population
Waste management
Local economic development
Responsible
Socially and environmentally
Energy
customer service
responsible service offerings
Security and protection
Scarcity of natural resources
Training
of data (except customer data)
and education
Digital divide
Adaptation to climate change
Professional
development
C
SR procurement
and mobility
practices (choice)
Quality of life at work
Regional planning
Health linked
to the environment
CSR supplier practices
Biodiversity and eco-system services
Other human rights
New consumption methods and practices
Philanthropy and sponsorship
Availability of suppliers
Water
Transparency and governance
SR procurement practices
C
(usage and monitoring)
LESS IMPORTANT CSR THEMES
Decision-making organisation
CSR THEMES WITH HIGH INTERNAL IMPORTANCE
Importance for Le Groupe La Poste: Strategy, financial impacts, risks
Employees
Communities regional dynamics
Customers
Suppliers
Environment
Governance
31
32
3.
Fix the expected performance level for
each aspect according to its importance
Pilot non-financial performance relative to desired
target
As a result of this analysis, the Group defined how it would
pilot its non-financial approach by ranking the aspects in
three desired target performance levels according to their
importance. This ranking takes into consideration the
importance of each aspect to achieve the Group’s two
commitments:
• Innovation: the Group’s key aspects that require ambition
to innovate and differentiate;
• Exemplary improvement: continuous improvement is
expected for these aspects;
• Compliance: the Group complies with laws and
regulations concerning these aspects.
Le Groupe La Poste set a high performance level for
these aspects: innovation
The importance of human resources
Many human resources aspects are at the top of the list:
occupational health and safety, training, professional
development, quality of life at work, employment and
workplace conditions (especially legal aspects).
The importance of climate change aspects
Among the environmental challenges, the most important
aspects concern energy, greenhouse gas (GHG) emissions,
and adapting to climate change.
Commitment made to local regional economic
development: The Group wants to raise the bar.
In addition to the commitments to public service and
regional planning that are included in its contract with
the French government, the Group contributes to the
implementation of civic activities and to the development
of the local economy and employment by inventing new
sustainable services. Moreover, the Group intends to offer
sustainable “ecosocial” designed products and services
that are accessible for everyone. The aspects that concern
adapting to an aging population, to new consumption
modes and uses, to the digital divide, to combating
exclusion and poverty, as well as philanthropy and related
partnerships are new vectors for action.
The rising importance of protecting people and the
confidentiality of data
The aspects included here concern the protection and
confidentiality of data belonging to customers or other
stakeholders and the security of goods and people.
The other aspects
The other aspects can be grouped into two categories:
• those to which the Group seeks to comply: suppliers’
CSR practices; the availability of supplier offerings; CSR
procurement practices (usage and monitoring); other
human rights; the organisation of decision-making
processes, transparency and governance; protection
of biodiversity and ecosystem services; and water.
• those for which the Group seeks to be exemplary:
labour-management relations; diversity and equal
opportunity; business ethics; security of goods and people;
health linked to the environment; waste management;
scarcity of natural resources; as well as responsible
customer service.
Implementing
Le Groupe La Poste’s
CSR policy
Le Groupe La Poste set objectives for 2020 for the major
challenges. It identified four initiatives for implementation
and launched five major projects.
Four initiatives for implementation
Critical for governing sustainably, these initiatives are
necessary to achieve the Group’s two commitments:
• piloting the Group’s non-financial performance with
the aim of continually improving the results, and
integrating CSR into all Group’s projects;
• identifying legal, financial and reputational risks and
planning for risk coverage to mitigate them in the event
that there is insufficient adaptation to the environmental
and social context;
• monitoring constantly regional needs for sustainable
economic development;
• and working together with primary stakeholders
and providing them with regular progress updates.
Five projects
The action plan is a practical approach based on
continuous improvement and open innovation(1).
It is structured around five large projects:
• promoting more sustainable products and services
that incorporate sustainable ecosocial design elements(2),
that is, useful, user-friendly and accessible to everyone
• developing employees
• piloting the energy transition and the evolution of urban
logistics (integrated in the two priority common projects
of the same name)
• promoting sustainable regional economic development
initiatives as well as sustainable employment initiatives
with the focus placed on developing services that help
implement civic actions (common priority project
modernisation of public service activities)
• and creating activities that strengthen solidarity
and building innovative solutions together.
The initiatives undertaken in the context of each of these
projects are described in detail in chapters 5 to 9 of this
report.
LA POSTE 2020:
FIVE PRIORITY COMMON PROJECTS
As part of the process for the implementation of its
strategic plan, Le Groupe La Poste’s Chairman and CEO
delegates authority for specific priority projects relating
to economic, environmental and social concerns
to specific members of the executive committee, in line
with their respective expertise in these areas. Therefore,
the five priority common projects were designated as
follows:
– energy transition:
Philippe Dorge, Executive Vice President in charge
of Services-Mail-Parcels Business Unit
– urban logistics:
Paul-Marie Chavanne, Executive Vice President,
Chairman of GeoPost
– e-commerce:
Paul-Marie Chavanne, Executive Vice President,
Chairman of GeoPost
– modernisation of public service activities:
Philippe Bajou, Executive Vice President, Secretary
General, Chairman of Poste Immo
– retail customer intelligence:
Nathalie Collin, Executive Vice President in charge
of Digital Services and Communications.
(1) Open innovation implies that an organisation no longer relies solely on its own research, but rather can create value in services and products through collaboration.
(2) This requires respecting the environment, human rights and protecting consumers.
33
34
3.
Le Groupe La Poste’s objectives for 2020 and progress at year-end 2015
COMMITMENT 2:
LOCAL REGIONAL DEVELOPMENT
COMMITMENT 1:
TO BE EXEMPLARY IN ITS COMMITMENT TO SOCIETY
Challenge
Targets for 2020
Progress at 31.12.2015
Steady decline in the number and
Exemplary
occupational health severity of work-related accidents.
and safety and
quality of life at work
After continually dropping over the past three years,
the rate of severe workplace accidents rose slightly
in 2015 by 0.07 points.
Exemplary in
professional
development
In 2015, 81% of employees received training and
9 out of 10 employees received training over the past
two years.
80% of La Poste employees receive
training every year, and 100% within
two years.
100 hours of training per postal worker Indicator under construction, data not yet available.
over 5 years starting in 2015.
10,000 in qualifying career courses.
Exemplary in the
area of climate
change and air
pollution
6,600 employees started qualifying career courses
in 2015.
15% reduction in the GHG emissions of At year-end 2015, reduced 8% compared to 2013.
La Poste’s activities compared to 2013.
Owner of one of the world’s largest
electric vehicle fleets of which
10,000 electric light utility vehicles.
At year-end 2015, Le Groupe La Poste owns 5,576
electric light utility vehicles, and remains the owner
of one of the world’s largest fleets.
Servicing the 15 major French
metropolitan areas by low emissions
means.
At the end of 2015, one metropolitan area is served
by low emissions means; a second has been
launched at the beginning of 2016.
100% of electricity supply from
renewable sources by 2020(1)
for the scope of buildings managed
by Poste Immo.
Two-thirds of electricity consumption is provided from
renewable sources since 1 October 2015. The purchase
of guarantees from renewable energy sources covers
consumption until 31.12.2018.
Develop the share of sustainable
Exemplary
responsible offerings product and service offerings under
For La Banque Postale, 63% is under ESG guidance.
Offsetting has been effective each year since
March 2012 for Services-Mail-Parcel, GeoPost and
Digital Services.
Exemplary in safety The indicators and targets are being
of people, goods and defined.
data
Data charter was validated in April 2016.
Local regional
development
Achieve the targets set in the contract
with the government for four public
service missions.
Full results for 2015 available at:
legroupe.laposte.fr/profil/les-missions-de-servicepublic/le-service-universel-postal
Develop revenue with public local
authorities.
Will be effective in 2016.
Develop purchasing from social and
solidarity enterprises.
Objective: minimum €20 m per year
Group France.
Purchases from sheltered sector:
€15.6 m (without VAT).
Purchases from workplace integration sector:
€2.2 m (without VAT).
Scope: La Poste, La Banque Postale and Mediapost.
CSR guidance.
Offset GHG emissions generated from
mail, package, express and digital
services.
Adapt to new
consumption
methods and
practices
Develop revenue from new services
Revenue Regy’go over three years:
meeting the challenges facing society 2013 €1.2 m; 2014 €1.9 m; 2015 €2.2 m
(energy transition, silver economy, etc.)(2) Revenue from ecomobility 2015
(Greenovia + Véhiposte + Mobigreen) €3.7 m
Progress in line with set target
Target not achieved
Target surpassed
(1) The scope of this commitment concerns La Poste SA. Its implementation in subsidiaries is on a voluntary basis. At the end of 2015, Docapost, Mediapost, Viapost, GeoPost and Véhiposte
committed to these targets.
(2) By contributing to revenue targets from new regions (see financial projections).
Implementing the
CSR policy within each
business unit
Services-Mail-Parcels’ CSR
commitments
The business unit Services-Mail-Parcels is confronted with
significant challenges related to its transportation activity,
its large share of the Group’s employees and the profound
changes in the society (digital revolution, rapid growth in
e-commerce, aging of the population, and climate
change). In 2015, this business unit defined its new CSR
policy with the target date of 2020 around the following
four commitments:
Act to preserve resources, the climate and contribute to
the energy transition, in particular by increasing the share
of vehicles with low greenhouse gas (GHG) emissions and
particle emissions in the fleet (the largest electric vehicle
fleet in the world), and by training the postal workers to
drive ecologically and by contributing to the circular
economy. In this way in 2015, the business unit’s GHG
emissions diminished by 2%, the electric vehicle fleet
increased to 5,573 automobiles(1), 525 Quadéo, 1,000 carts,
22,272 bicycles and 416 Staby®. The carbon offset
programme continued and is completed.
Propose to customers sustainable solutions, in the first
place the green letter, the paper and carton collection
service “Recy’go”, ecomobility solutions such as those
developed by the subsidiaries Mobigreen and Greenovia,
and energy renovation solutions. Since 2012, the business
unit also ensures the complete carbon neutrality of all its
services. In 2015, a range of new services saw the light of
day to respond specifically to the challenges of the aging
of the population, the digitalisation of the society, the
modernisation of the French government and the energy
transition. At the heart of the priority common project
energy transition, the business unit also developed for
regional governments a complete service offering that
allows them to optimise the means that they mobilise to
renovate the energy performance of their buildings.
This service includes accompanying them to raise the
awareness of the persons impacted by the energy
renovation work, to aid them in qualifying their needs,
and to help them define and pilot their projects.
Contribute to regional environmental and societal
performance with their stakeholders, by creating
partnerships with the enterprises in the social and
solidarity economy. In 2015, the business unit ServicesMail-Parcels, with the collaboration of La Banque Postale,
signed a partnership with the inter-regional public interest
(1) Including 9 hybrid vehicles.
group for the development of a French region, Massif
central (Massif central public interest group), to finance
the programme “Climat + Territoires” (“Climate +
Regions”). It concerns the implementation of sustainable
forest management, combining climate change adaptation
and supplementary carbon storage in the trees,
encouraging the development of the forestry sector and
the creation of local, non-transferable jobs.
Develop the employees and ensure their health to make
the transformation a success, by applying policies to keep
disabled persons employed along with innovative policies
for employee health management and preventing that they
become unfit for the job. Moreover, diversity among
employees is being integrated at all levels and in all the
business units’ projects. Here are some examples of the
accomplishments in 2015: the business unit continued to
deploy its ISO 26000 management system, and its scope
covered 88,000 postal workers by the end of 2015. Training
reached a record 84% of postal workers in the business
unit with an average of 2.41 days of training per employee
in 2015. Also, 5,000 employees started on qualified career
courses that incorporate an e-learning module “We are all
ambassadors and actors of our CSR” and that was
targeted to employees of this business unit.
“Integrating CSR into our business
project is one way to create value added
and to nourish the three axes of our
strategy “toward the world of services”:
conquest, excellence and commitment.
From our expertise we have already
developed solutions in three key areas of
energy transition: recycling, ecomobility,
and energy renovation of buildings.
Within our business unit, we initiated in
2015 an important training program.
We are also working on integrating
sustainable environmental and social
criteria into our excellence system and
the related work standards.“
Philippe Dorge
Executive Vice President
in charge of Services- MailParcels Business Unit
35
36
3.
GeoPost’s CSR commitments,
the DrivingChange™ programme
GeoPost is taking a pragmatic approach that covers the
areas closest to its core business. Its CSR ambitions
consist of four axes:
Commitment to carbon neutrality: Each delivery to all
clients will be carbon neutral without additional cost.
Carbon neutrality is achieved in three ways: measure the
greenhouse gas (GHG) emissions, reduce them, and offset
the remaining transportation emissions.
GeoPost set a target for 2020 compared to 2013 to reduce
by 10% its GHG emissions from road transport of parcels.
To achieve this target, several concrete actions are being
implemented: optimising rounds, deploying innovative
solutions such as Predict and Pickup, and intensifying
the use of alternative-fuel vehicles. Offsetting emissions
is accomplished by financing clean renewable energy
projects via the purchase of carbon credits with the help
of EcoAct. To date, six projects have been financed that
comply with the strictest international standards.
Sustainable urban deliveries: Improve urban living by
proposing more environmentally-friendly delivery
solutions. Concrete actions are being implemented to
reduce urban congestion and local pollution: measure
Innovative entrepreneurship: Help local companies grow
by sharing GeoPost’s expertise and entrepreneurial spirit.
Entrepreneurship and innovation are part of GeoPost’s
culture since its expansion results in large part from
acquisitions of local companies specialised in parcel
delivery. These companies are driven by a strong
entrepreneurial spirit. GeoPost is taking an intrapreneurial
approach by supporting its local partners and training its
employees. In this way, each year during a ceremony
“Prix de la Qualité” GeoPost awards a quality prize to local
initiatives that meet its sustainability objectives. GeoPost
also supports Ashoka which accompanies entrepreneurs
with novel responses to societal challenges.
Business and civil society: support and accompany civil
society through local activities. GeoPost’s ambition is to
make a positive contribution to civil society through its
local activities. Employees get involved in a number of
activities linked to their job: transporting those in need;
helping youth, disadvantaged children or the elderly;
health; education; combating poverty; protecting the
environment.
“Our CSR programme,
DrivingChange™, prioritises activities
in which we can have a direct and
positive impact, such as offsetting our
carbon footprint, proposing sustainable
delivery solutions that are more
effective in urban areas, encouraging
innovation in our own activities and
creating meaningful interactions
with civil society with which we work
every day.”
Paul-Marie Chavanne
Executive Vice President,
Chairman of GeoPost
Mooville electric vehicles at the new urban logistics hub in Lyon.
the environmental impact of GeoPost’s logistical platform
activities and its centre-city vehicles; innovation in delivery
services to raise the success rate for delivery on the first
round; or rather, give customers the choice to change the
place and date of delivery of their parcel.
La Banque Postale’s CSR commitments
competencies and through its philanthropy programme.
A civic-minded bank, “Banque et Citoyenne”, it supports
the real economy locally in the regions through its financial
offerings. In this context, in 2015 La Banque Postale
developed its approach to civic philanthropy with a
programme, “L’Envol, le campus de La Banque Postale”,
which every year helps 60 talented students from modest
backgrounds to succeed at school. In 2015, “L’Envol”
prepared a second programme, essentially based on the
same model, targeted to youth oriented toward a vocational
career. Its commitment also includes a programme that
encourages employees to volunteer their competencies.
Moreover, it supports the collaborative economy.
Economic commitment. La Banque Postale offers
products and services that are simple, useful and
sustainable. A bank built on trust, it is mobilised to
prevent all risks associated with its activities. This
economic commitment is four-fold: banking accessibility;
public service mission (written into the Law for
modernising the economy in 2008 with the Livret A
passbook savings account); sustainable customer
relations and product/service offering; and control of nonfinancial risks. In 2015, it was implemented through
several actions, in particular: the launch of a “Green
package” – a group of banking products and services that
promote energy renovation and ecomobility; the creation
of a charter of sustainable finance; and the continuation
of accompanying a financially vulnerable clientele,
with 16,200 customers helped by the platform “l’Appui”
(Support) by the end of 2015.
Environmental commitment. La Banque Postale takes
simple, concrete and measured actions to combat climate
change. It has committed to control the environmental
impact of its activities, in particular by reducing GHG
emissions from its buildings and its employees’ travel
as well as reducing its paper consumption. In 2015,
La Banque Postale intensified its commitment to combat
climate change by renewing its programme of internal
carbon funds, which finance internal GHG emission
reduction projects. Also, in partnership with the ServicesMail-Parcels business unit, LBP participated in the
financing of the “Climate + Regions” programme (“Climat
+ Territoires”). It also worked on measuring the carbon
footprint of its portfolios in order to influence its
investment decisions depending on the carbon impact of
the companies. Finally, it enlarged the scope of measuring
the carbon footprint of its activities by including the share
of banking activities that take place in the post offices.
Since its creation, La Banque Postale, a public service
bank at the heart of the real economy, has chosen a unique
business model that offers a solid foundation for its
continuing growth. It cultivates every day, toward everyone,
responsibility, transparency and accessibility to the largest
possible public, and in so doing, it makes sustainability
the bedrock of its identity as a civic-minded bank,
“Banque et Citoyenne”. Corporate social responsibility
(CSR) is at the heart of its commitments as well as it
activities. La Banque Postale’s CSR policy is constructed
around four commitments: economic, social, societal,
and environmental.
Social commitment. La Banque Postale (LBP), attentive
to both its customers and its employees, is committed
to being a responsible employer by accompanying
and training its employees, integrating new talents,
offering complete and competitive compensation,
maintaining discussions with labour representatives
as well as promoting well-being at work. Finally,
it is cultivating diversity and equal opportunity. In 2015,
the Bank and Retail Network School (l’École de la Banque
et du Réseau) was officially created to accompany the
70,000 employees of LBP, financial services and the
Group’s network. Its purpose is to train employees in the
professional competencies and skills of the future. Signed
in December 2015, the agreement concerning the banking
professions in financial and national centres aims to
establish principles for accompanying employees in the
transformation of these centres.
Societal commitment. Proud of its commitments to
sustainability and solidarity, La Banque Postale shares
these values with all of its stakeholders. It applies its
sustainable procurement policy across its entire value
chain. It encourages its employees in their sustainability
and civic engagements through volunteering their
“Since its creation, La Banque Postale,
a public service bank at the heart of the
real economy, has chosen a unique
business model that offers a solid and
lasting foundation for its continuing
growth. Apart from its banking
accessibility mission, La Banque Postale
places particular emphasis on helping
its financially vulnerable customers,
while managing its financial assets
responsibly.”
Rémy Weber
Executive Vice President,
Chairman of the Management
Board of La Banque Postale
37
38
3.
La Poste Retail Network’s CSR
commitments
Every day, 1.6 million customers open the door to one of
the 17,000 retail outlets of La Poste Retail Network, where
its public service-oriented attitude fully integrates CSR
challenges. The CSR ambition of La Poste Retail Network
is to reinforce its unique proximity. It is structured around
three axes which are shown through numerous concrete
actions:
Promote an accessible service offering that is adapted to
its diverse customer base. The heart of the Retail
Network’s mission is to make each customer experience
successful – before, during and after rendering the
service. To do this, La Poste Retail Network proposes
accessible services which offer the same quality reception
and advice everywhere and to everyone throughout a
dense regional coverage. In particular, as part of its
mission of banking accessibility, a certain number of post
offices are in disadvantaged and precarious areas. It also
promotes more responsible products and services as well
as ecodesigned, carbon neutral offers, including banking
services that incorporate environmental, social and
governance (ESG) criteria in their design. Finally, it is
contributing to innovation in order to respond to the
development of new markets and consumption patterns.
Seeking equality and quality professional life for all
employees. The Retail Network is promoting diversity
among its teams, civic engagement, and it is developing
managerial practices based on respecting employees and
listening to them. Many actions have already been taken to
promote professional careers and to develop
competencies, such as the School of the Bank and the
Retail Network (l’École de la Banque et du Réseau), but
also in favour of professional equality and diversity or even
promoting commitment to solidarity in particular with
partner associations that accompany vulnerable clienteles.
For example, in 2015 the mission of the DAST (Department
for encouraging local support) referrals was strengthened
and expanded by integrating diversity in the largest sense
possible for a better accompaniment of employees.
Participating in the attractiveness of regions while
optimising its environmental impact. The Retail Network
is a regional economic development and social actor. It
enhances this role by optimising energy efficiency of the
post offices, improving their comfort, giving preference to
environmentally-friendly furnishings and equipment, and
promoting better management of recycling waste. It
strengthens its regional impact by increasing procurement
from local suppliers or non-profit firms employing
disabled people. It also creates synergies with associations
at the heart of disadvantaged neighbourhoods in order to
welcome all its customers. In this way in 2015, the CSR
teams created local teams to raise their awareness of the
links between different aspects of sustainability and urban
projects. The objective is to have the regional authorities
appreciate more the Group’s CSR initiatives and to enrich
the regional project’s assessment in light of a CSR
schema. Also in 2015, the Retail Network’s internal carbon
fund made it possible to launch 26 projects: Initiated in
2014, this plan’s goal is to finance on-going maintenance
work to improve the energy efficiency of service locations
and to encourage employees to adopt more ecological
practices.
“La Poste Retail Network encourages
access to services that are adapted to its
diverse customers across a dense
regional coverage which offers the same
quality reception and advice everywhere
and to everyone. It promotes more
sustainable products and services such
as the carbon neutral offerings of Mail/
Parcels, suitable banking services,
the “Green package” offering launched
before the COP21 conference or
innovative services for seniors (l’Ardoiz
pour les seniors).“
Anne-Laure Bourn
Executive Vice President in
charge of La Poste Retail
Network
Digital Services’ CSR commitments
Very up-to-date when it comes to CSR developments,
the business unit defined its own CSR challenges, linked to
the heart of its profession: data security; access to digital
services; energy efficiency; development of sustainability
offerings; and combating natural resource scarcity. Digital
Services’ sustainability charter consists of the following
seven commitments:
Develop effective and more sustainable offerings,
in particular by improving their CSR performance and
optimising their carbon footprint, ensuring the carbon
neutrality of its activities and in promoting the CSR
differentiation of its products and services. In 2015, the
Digital Services and Services-Mail-Parcels business units
cooperated to create an ecodesign guide to be used by
developers of internal software and websites. This
approach helps increase storage space, savings on
the servers’ power and energy consumption as well as on
the related greenhouse gas (GHG) emissions. It also allows
customers to move around the website more efficiently,
which means less time spent on line so less energy
consumption. This pioneering approach resulted in 49 best
practices which are being implemented via awareness
campaigns among the IT teams of the two business units.
Preserve resources and combat climate change by
reducing greenhouse gas (GHG) emissions, developing
Green IT and sustainable procurement, and working to
make waste into a resource. Since 2012, in partnership
with the business unit Services-Mail-Parcels, GHG
emissions from digital offerings are offset. In 2015,
Digital Services demonstrated its commitment to
combating climate change during the COP21 by organising
a conference open to the public: “Are digital services a
solution for the climate?”
Support an ethical business by ensuring the security
and protection of data that has been confided to it, and
by combating the digital divide by promoting accessibility.
This engagement is also based on an ethical approach
and an active code of ethics shared by all in the business
unit. In 2015, to further this commitment, the business
unit Digital Services piloted the elaboration of a data
charter for Le Groupe La Poste. The business unit has also
implemented training and an e-learning tool about
competition law. 81 people were trained in 2015.
Promote sustainable digital and complementary services
to stakeholders To do this, the Digital Services business
unit was actively engaged in the tasks of professional
federations, and contributed greatly to the COP21
conference, which was held in Paris from 30 November
to 12 December 2015. The business unit is also a member
of the association “Paper Culture” (Culture Papier),
and participates in the tasks of the COMMEDIA
Observatory, the National Union of Direct Communication
(SNCD) and the Green IT Club.
Develop job quality and employability, by promoting
diversity and equal opportunity and by developing the
quality of life at work.
Share and gain appreciation for its CSR activities
internally and externally. To do this, Digital Services wrote
the CSR action plan into the business unit’s
communication plan. In this way, it is committed to raising
awareness and gaining appreciation for its CSR policy with
its employees as well as with its external stakeholders.
Monitor performance indicators in order to be able to
adjust the action plans to maintain a dynamic of progress.
“2015 is an important year in building the
Digital Services business unit. This is the
year that Le Groupe La Poste launched
its digital strategy, the year that our
innovations took shape, and the year
that the Digital Services business unit
contributed throughout the Group.
Our approach anchors our ambitions
for sustainable digital services and
constitutes future vectors for innovation
and value creation for La Poste.
To demonstrate our very strong
commitment to personal data protection,
the data charter is an integral part of the
Group’s CSR commitments. Le Groupe
La Poste, in the digital domain as in
others, is demonstrating its strong
adherence to a CSR approach.”
Nathalie Collin
Executive Vice President
in charge of Digital Services
and Communications
39
40
3.
Poste Immo’s CSR commitments
Since 50% of its real estate portfolio is more than 50 years
old and its energy bill approaches €100 million annually,
Poste Immo has a strong environmental, social and
economic responsibility, but also an opportunity to create
value by treating the ecological vector as a source of
growth and competitiveness. Poste Immo’s CSR policy is
integrated fully in its business strategy called “Horizons
2020”. It is structured as follows:
Sustainable real estate
For the first of the pillars, the “Energy and Carbon” plan,
Poste Immo has committed to drive the energy transition
by developing sustainable buildings to accompany the
emergence of a society that uses less energy and emits
less carbon.
Poste Immo set a target to reduce by 15% the energy
consumption of its real estate portfolio and by 25% the
greenhouse gas emissions by 2020(1).
To achieve these targets, numerous actions have been
taken as for example: getting the “Green Lease” (Bail Vert)
approach up and running; 100% of electricity supply from
renewable sources; and the choice to set as a minimum
outcome for global renovation of buildings the certificate
for low-energy consumption renovation (BBC Effinergie
renovation).
As for the second pillar, “Natural resources”, Poste Immo
is promoting a global approach to sustainable use of
natural resources to accompany society’s evolution toward
a new model which renews ways to produce and to
consume. Poste Immo set as a target for waste: 80%
recovery from safe construction sites in 2020(2). Numerous
actions have already been taken in this direction such as:
materials records; specifications for the prevention and
reduction of waste; environmental certification records;
and the booklet to raise awareness of biodiversity, etc.
Socially and environmentally responsible business
For the third pillar, “Employees”, Poste Immo is
committed to developing employees to enhance
sustainability performance by promoting exemplary
practices in employment, management of competencies
and talents, code of ethics, parity and diversity. To measure
its commitment, Poste Immo monitors two key indicators:
employee satisfaction and the rate of internal mobility. It is
planning to test new forms of organising work and urban
transport to contribute to improving work conditions
and promoting participative collaboration and social
innovation.
For the fourth pillar, “Innovation and Openness”, Poste
Immo is committed to innovate and develop an ecosystem
that promotes dynamic changes for stakeholders, in
particular, to take into account the necessary evolutions
in the real estate profession in the digital era. To measure
its commitment, Poste Immo monitors two key indicators:
the rate of experiments that took hold and the number
of active partnerships. In this context, it is also planning
to make its sustainable procurement approach
permanent, to support actively an innovative culture and
openness to innovative economic models and to become
an anchor in sustainable areas of cities.
“In 2015, Poste Immo reviewed its
strategic roadmap “Horizons 2020”,
which is written into the strategy of
conquest for Le Groupe La Poste,
in order to accelerate its development
in the next few years and to improve
its performance. At a time of energy
transition and digital revolution, Poste
Immo reaffirmed its ambition to be
the real estate operator contributing to
the business units’ competitiveness and
to the Group’s development. Our new
CSR policy is to serve the business
and the Group, and in particular its
sustainable real estate activities by
reducing energy consumption, the
buildings’ carbon weight, and waste
management from its construction sites.
CSR is a veritable vector of innovation
and transformation for more sustainable
real estate.”
Christian Cléret
Director-General of Poste
Immo, Director of Le Groupe
La Poste’s Real Estate
(1) 2011 – the reference year for kwef.
(2) The 2008 European directive established for European member states an objective for waste recovery of 70% of the weight of inert waste and non-inert, dangerous
waste from construction by 2020. France introduced this objective into its law on energy transition to stimulate growth from green initiatives.
Services-Mail-Parcels
GeoPost
The business unit offers its customers responsible
solutions, such as the Green letter and the Recy’go paper
and cardboard collection service.
The goal is to prioritize areas in which it can have a varied
and positive impact.
La Banque Postale
Digital Services
The CSR policy is built around an economic, a social,
a societal and an environmental commitment.
During the COP21 conference, the business unit held a seminar
for the general public on the theme: “Is digital technology
a solution that can help to prevent climate change?”
Retail Network La Poste
The Network offers responsible products and services,
including mail solutions and carbon-neutral parcels.
Poste Immo
The subsidiary is developing responsible buildings
to support the emergence of an energy-efficient and less
carbon-intensive society.
41
AN INTEGRATED
APPROACH TO CSR
SUPPORTED BY ROBUST
GOVERNANCE
P.44 Corporate governance
48 Values and principles, business ethics
53 Le Groupe La Poste’s organisation for coordinating the CSR policy
Maintaining the trust of its customers, employees, partners and other
stakeholders is essential for all the activities conducted by
Le Groupe La Poste. That’s why it strives to be completely open about its
governance, to implement an organisation structure providing effective
decision-making processes and to champion behaviour and conduct that is
both ethically sound and compliant with the framework governing the conduct
of its activities.
Le Groupe La Poste aims to address environmental, social, societal and
governance concerns at every level of its organisation and has put in place
a set of interconnected bodies to achieve this. At the top level, the Quality and
Sustainable Development Committee makes recommendations to the Board
of Directors. The Group’s CSR department makes sure the CSR policy is
implemented and coordinates the programme with the business units, which
individually run networks of associates responsible for translating its decisions
into concrete actions as close as possible to the field.
43
44
AN INTEGRATED APPROACH TO CSR
SUPPORTED BY ROBUST GOVERNANCE
4.
Corporate
governance
This section provides an overview of Le Groupe La Poste’s
corporate governance framework, with a particular
emphasis on processes directly involving its governance
bodies in matters related to its economic, social and
environmental impacts. More detailed information on Le
Groupe La Poste’s governance is provided in chapters 14
“Administrative, management and supervisory bodies and
executive management”, 15 “Compensation and benefits”,
16 “Operation of administrative bodies” and Appendix 1 of
the 2015 Registration Document.
Composition, roles and responsibilities
of governance bodies
G4-34 to G4-41
Since 2011, La Poste has adhered to the AFEP-MEDEF
Corporate Governance Code, to which it refers in
accordance with Article L. 225-37 of the French
Commercial Code, subject to the specific statutory and
regulatory requirements applicable to it. These specific
requirements stem from La Poste’s status as a public
corporation, and in particular the fact that the Company
falls under the purview of law no. 83-675 of 26 July 1983
relating to the democratisation of the public sector and
the provisions of law no. 90-568 of 2 July 1990 pertaining
to the organisation of La Poste’s and France Telecom’s
public services.
The table on pages 236 to 239 of Le Groupe La Poste’s
2015 Registration Document lists the various
recommendations of the AFEP-MEDEF Code that are not
applied and the corresponding explanations.
Board of Directors
Le Groupe La Poste’s operations are overseen at the
highest level by La Poste SA’s Board of Directors. It is
chaired by Philippe Wahl, Chairman and Chief Executive
Officer of La Poste.
In accordance with the provisions of Law no. 90-568 of
2 July 1990 as amended on the organisation of La Poste’s
and France Telecom’s public services, and Title II of the
order of 20 August 2014, La Poste’s Board of Directors has
21 members:
• 1 representative of the French government, appointed
by decree;
• 11 directors appointed by the General Meeting upon
a proposal by the French government and/or Caisse des
dépôts:
• the Chairman and Chief Executive Officer, Philippe
Wahl. He/she is appointed as a director by the General
Meeting upon a proposal by the French government and
Caisse des dépôts,
a proposal by the French government,
a proposal by the Caisse des dépôts;
• 2 directors appointed by decree, the first representing
municipalities and groups thereof, and the second users;
• 7 staff-elected directors.
Since the members of the Board of Directors are either
appointed by the General Meeting upon a proposal by the
French government or Caisse des dépôts, or appointed by
decree or elected by staff, Le Groupe La Poste does not
have an Appointments Committee.
The French government’s representative and the head of
the auditing team from the French Finance Ministry’s
general economic and financial control department
(CGEFI) assigned to La Poste also attend Board meetings,
but do not have a vote.
Independence of the directors
As a limited company in full public ownership, La Poste
has no private shareholders, and none of the 12 directors
representing the shareholders may therefore be
considered as independent of the French government.
Conversely, both directors appointed by decree are
external and independent. They represent consumers and
customers – two key stakeholder groups for Le Groupe
La Poste.
As far as La Poste is aware, and at the date this document
was filed, there were no potential conflicts of interest at
La Poste between the duties of the corporate officer and of
Executive Committee members, and their private interests
or other duties.
As far as La Poste is aware, there are no arrangements or
agreements between shareholders, customers, suppliers
or any other parties pursuant to which a member of the
Board of Directors has been appointed to this office (see
page 220 of the 2015 Registration Document).
Duration of directors’ term of office
The duration of the terms of office of members of
La Poste’s Board of Directors is provided for by law and by
decree, the provisions of which, set forth in article 13 of the
Articles of Association do not comply with the AFEPMEDEF Code. The term of office for directors of La Poste is
set at five years. For the current terms of office that were
renewed on 21 December 2015, the length of directors’
terms of office was set on an exceptional basis at five years
and one month pursuant to Article 27 of the Articles of
Association. The duration of future terms of office will be
five years.
Pursuant to French law, all the members of the Board of
Directors are reappointed at the same time and for the
same term of office.
The elections of the staff-elected directors were held from
16 to 20 November 2015. Immediately after their election,
the staff-elected directors attended a three-day induction
course held by the IFA (French director training institute).
They also received training delivered in January 2016 by Le
Groupe La Poste’s finance department. This gave them a
clearer understanding of La Poste’s specific
characteristics and the Group’s strategy and deepened
their knowledge of postal models from around the world.
The appointments of currently serving directors will expire
on 20 January 2021.
SPECIALISED COMMITTEES OF THE BOARD
OF DIRECTORS
The Board of Directors has established four specialised
committees: the Audit Committee (set up in 2001), the
Strategy and Investment Committee (set up in 2004),
the Remuneration and Governance Committee (set up
in 2010), and the Quality and Sustainable Development
Committee (initially set up in 2004 as the Customer
Quality Committee and renamed in 2007).
The Quality and Sustainable Development Committee
assists the Board of Directors with assessing the quality
of service provided to customers, as well as with
analysing La Poste’s and all the Group’s companies’
economic, environmental, social and governance
performance. For further details, see page 234 of the
2015 Registration Document.
For more extensive information on the composition
of the Board of Directors and its specialised committees,
including the background and expertise of each Board
member, as well as other significant offices and
appointments held, please refer to pages 194 to 213 of the
2015 Registration Document.
Directors’ attendance at Board meetings
78%
77%
2009
2010
83%
83%
83% 82.5%
2011
2012
2013
2014
78.3%
2015
DIRECTORS’ ATTENDANCE RATE
AT BOARD MEETINGS
The attendance rate of directors at Board meetings of
around 78% reflected the frequent absences of a small
number of Board members. Another contributory factor is
the mechanism by which directors are appointed (proposal
by the French government or Caisse des dépôts or
appointment by decree), which may lead to a long period
of time elapsing between the vacation of office by one
director and the appointment of a replacement. In 2015,
severe medical issues caused frequent absences by one
of the members of the Board of Directors, which lowered
the overall rate of directors’ attendance.
Operation of the Board of Directors and assessment
process
The Director’s charter, approved in December 2004 and
included with each new version of the internal rules of
procedure adopted by the Board of Directors since that
date, summarises the rules of conduct by which all Board
members must abide. The internal rules of procedure
can be downloaded from the Group’s website.
In 2006, La Poste’s Board of Directors began devoting
an agenda item for one of its meetings every year to
assessing its own operation, with particular emphasis
on identifying any improvements to the Board’s internal
rules of procedure. This annual self-assessment
procedure has been one of the Remuneration and
Governance Committee’s responsibilities since it was
formed in 2010.
45
46
4.
Every three years, this assessment is carried out with the
support of Leaders Trust International, an external firm
that holds individual interviews with Board members.
The 2014 assessment of the operation of the Board was
conducted in early 2015 on the basis of a detailed
questionnaire sent to each director who held office for all
or part of 2014. Twenty-two questionnaires were sent out
by mail and email on 22 January 2015. Fifteen
questionnaires were completed and returned (including
nine anonymously). The topics addressed included
strategy, directors’ knowledge of the Group’s business
units and their relationship with management, risk
management and control, the operation of the Board and
of its Committees. The results of the questionnaire
indicated satisfaction with the progress made
(arrangement of strategy seminars, appointment of a
staff-representative director to the Remuneration
Committee, improved monitoring of acquisition files
following approval by the Board of Directors). Areas for
improvement highlighted by the questionnaire included
risk monitoring, follow-up on decisions made and
benchmarking against competitors.
Following the reappointment of Board members in
December 2015, the next assessment by an external firm
will be carried out in respect of 2016, one year into the
term of office of the re-elected Board of Directors.
Each year, this annual self-assessment procedure
includes a review of the governance of economic,
environmental and social issues.
Executive Committee
The Executive Committee is Le Groupe La Poste’s
governance body responsible for discussing and
formulating consensus-based strategies. It is also in
charge of executing them successfully by facilitating and
ensuring effective cooperation between business units.
Chaired by the Chairman and Chief Executive Officer, the
Executive Committee meets every Monday to examine all
cross-functional issues arising and to consider all major
decisions. The Executive Committee also monitors
attainment of objectives and the results of operations.
Members are appointed to the Executive Committee by the
Chairman and Chief Executive Officer.
For more extensive details about the composition of the
Executive Committee, including the experience and
qualifications of each of its members, please refer to
pages 214 to 221 of the 2015 Registration Document.
Discussions between governance bodies
and stakeholders
Le Groupe La Poste’s Board of Directors consults its
stakeholders on a regular basis and also in exceptional
circumstances, so that they help to shape its decisionmaking and policies. See part 2.
Philippe Wahl, La Poste’s Chairman and Chief Executive
Officer, extends an open invitation each month to all
French Members of Parliament (MPs) to attend informal
breakfast meetings at the Group’s head office, also
attended by Executive Committee members. The MPs
have an opportunity at these meetings to ask questions,
warn about potential issues or discuss the ways in which
the Group’s strategies are implemented in local
communities. In addition, the Chairman and Chief
Executive Officer holds discussions concerning strategy
with employees during visits to the Group’s sites.
GENDER BALANCE WITHIN GOVERNANCE
BODIES
Le Groupe La Poste promotes gender balance within
its governing bodies.
Nine members of La Poste’s Board of Directors are
women, equivalent to a representation rate of 43%.
This proportion not only exceeds the initial minimum
representation rate of 20% for female directors on
company boards introduced by the Copé-Zimmermann
law, which had to be met by the close of the 2014 annual
general meetings, but also the subsequent 40%
requirement, not mandatory until 2017. The Group’s
Executive Committee currently has 10 members, three
of whom are women, equivalent to a representation rate
of 30%.
43%
%
30
of members of La Poste’s Board of Directors are women.
of members of Executive Committee are women.
Legal framework concerning the
separation of the role of Chairman
of the Board of Directors and of Chief
Executive Officer, and mechanisms
safeguarding directors’ independence
The organisational arrangements for La Poste’s Board
of Directors were laid down in the Decree of 26 February
2010 setting forth La Poste’s initial Articles of Association.
In particular, the Decree specifies that the offices of
Chairman and of Chief Executive Officer should be
combined and that the Chairman and Chief Executive
Officer should be chosen from among the directors and
appointed by decree upon a proposal submitted by the
Board of Directors after seeking the opinion of both the
French Parliament and Senate on a consultative basis.
The same rules do not apply to subsidiaries such as
La Banque Postale and Poste Immo, which have opted
to separate the roles of Chairman and of Chief Executive
Officer and to adopt a two-tier governance structure with
a Supervisory Board and Management Board.
Several mechanisms have been introduced to safeguard
the independence of the Board of Directors from the
Chairman and Chief Executive Officer:
• Prior authorisation from the Board is required for
decisions by the Chairman and Chief Executive Officer
above certain thresholds (€30 million for acquisitions,
€200 million for investments outside the scope of the
Group’s budget, €700 million for loans).
• The Group’s strategy and accounts are audited on
a regular basis by the French Court of Auditors, by the
Inspectorate-General of Finance (IGF) and by the French
Finance Ministry’s general economic and financial audit
department (CGEFI).
• In 2014, the Chairman and Chief Executive Officer
established several advisory panels, including independent
experts in domestic and international logistics and digital
services, to offer guidance and assistance on a range of
issues that fall outside the remit of the Board’s Strategy
and Investment Committee and complement its
decision-making.
Compensation of the executive
corporate officer and of Executive
Committee members
G4-51 to 54
La Poste currently has just one executive corporate officer,
its Chairman and Chief Executive Officer, Philippe Wahl,
who has held office since 26 September 2013.
His compensation is subject to ministerial approval,
in accordance with Decree no. 53-707 of 9 August 1953
on the supervision by the French state of national public
enterprises and certain other entities having an economic
and social purpose, as subsequently amended by decree
no. 2012-915 of 26 July 2012.
The second Decree caps the compensation of executive
corporate officers of enterprises in full public ownership
at €450,000. For further information, please refer to
chapter 15 “Compensation and benefits” of the 2015
Registration Document.
Unlike that of the Chairman and Chief Executive Officer,
the compensation paid to all other members of the
Group’s Executive Committee has a variable component,
with 50% indexed to attainment of the Group’s objectives
and 50% to business-unit or functional objectives. Their
fixed compensation was not increased in 2015.
15.32
the ratio of the Chairman and Chief Executive Officer’s
gross annual compensation to the average gross annual
salary of La Poste employees.
47
48
4.
Values and principles,
business ethics
Le Groupe La Poste’s responsible development strategy
embraces the diversity of its customers and markets,
promotes high-quality employment and strives to protect
the environment. Six core values – openness, respect,
fairness, accessibility, proximity and a sense of service –
have long been embedded in the Group’s culture and guide
all of its actions. These values, the bedrock upon which
Le Groupe La Poste has always built its business, give
meaning and purpose to the day-to-day activities of all its
employees and put them at the heart of communities
across France and beyond.
Internal and external standards
and guidelines
G4-15, G4-56
ETHICS AND CSR
Le Groupe La Poste’s approach is informed by national
and international reference frameworks, including the
UN Global Compact (adhered to by La Poste since 2003),
the Universal Declaration of Human Rights, the OECD’s
Guidelines for Multinational Enterprises and the
Fundamental Conventions of the International Labour
Organisation (ILO). In France, La Poste is a signatory
of the Charter for Diversity, the Parenthood Charter, the
Apprenticeship Charter and the UDA’s Advertisers’ Charter.
The Group, its business units and its subsidiaries have
prepared a number of documents, such as reference
guides, charters, policies and procedures, to lay down the
principles and standards of behaviour that employees
should abide by in their day-to-day activities. In most cases,
these extend right across its entire value chain:
Group-wide:
• the CSR reference guide
• the reference guide to ethics and professional conduct
• the responsible purchasing charter
• the Group’s treasury and financing department’s code
of conduct
• the representation of interests charter (see page 22)
• the gifts and hospitality policy (see page 51)
• the supplier charter (see page 120)
• the responsible communication code (see page 56).
In addition, the process of instituting a data charter at
Le Groupe La Poste was set in motion in 2015, and the
charter was subsequently approved by the Executive
Committee and Board of Directors in April 2016 (see
page 74).
At La Poste and the Group’s business units:
• La Poste’s service commitment charters (see page 26)
• La Poste’s responsible marketing reference guide
• La Poste’s fair competition reference guide
• La Banque Postale’s code of conduct
• Poste Immo’s guide to ethics
• Poste Immo’s commercial property charter (see
page 110).
“La Poste’s commitment to ethical
standards and professional conduct are
embedded in its corporate culture and
history. For example, ever since 1790,
postal workers have taken an oath to act
with integrity, uphold certain values and
report any breaches. And to this day,
employees providing the service
maintain La Poste’s values and its
ethical standards. That really helps us to
earn the trust of customers – which is
itself essential for building up our
economic activities and for delivering
strong financial performance.”
Patrick Widloecher
Le Groupe La Poste’s ethics
officer
The ethical framework for the Group’s
employees
G4-56, G4-58
Ethics and professional conduct framework
In 2011, Le Groupe La Poste approved the introduction of
an ethics and professional conduct framework, which
today encompasses:
• a reference guide to ethics and professional conduct,
appended to La Poste’s internal rules of procedure, setting
out all the individual and collective rules of conduct to be
followed.
Distribution of this guide, circulated for the first time in
December 2011, was completed in 2013. The guide may be
downloaded by employees from the La Poste intranet site
(in French and in English) or using the Ethics and
Professional Conduct smartphone app and by external
stakeholders from Le Groupe La Poste’s corporate
website;
• a network of ethics officers, consisting of the Group’s
ethics officer, five business-unit ethics officers, plus ethics
officers at the main subsidiaries. They meet at least once a
quarter to discuss any issues or situations that have arisen
and to jointly develop tools to raise ethical awareness
among employees (intranet site, monthly newsletter,
ethics training module for managers, etc.);
• an Ethics Committee chaired by the Group’s Corporate
Secretary whose members are ethics officers from across
the Group and corporate function heads;
• an early warning system addressing questions raised by
employees, allowing them to report any breaches of ethics
they may observe or request mediation in certain
instances.
This framework has helped to instil and embed a shared
culture of ethical behaviour across the Group, which has
firmly taken root over the last five years.
EMPLOYEES’ CONFIDENCE IN THE GROUP’S
EARLY WARNING SYSTEM
To make it easier for employees to raise issues, the early
warning system has been extended to all the business
units. Every employee can now contact the Group’s or his/
her business unit’s ethics officer (each ethics officer has
a secure email address). Only ethics officers have access
to the early warnings, so whistle-blowers’ anonymity is
maintained.
Employees are now highly familiar with the early
warning system: 59% of them are aware of its existence
(up 7 points on 2014). Employees’ confidence in the early
warning system remains high: 94% of employees
(compared with 89% of employees working for large
groups) would be willing to blow the whistle if they came
across a system failure or breach of the ethics code, even
though close to half of them (47%) believe that doing so
poses a risk to their career. The ethics officers have
implemented various measures to protect whistleblowers.
In 2015, 135 warnings were issued. A number of these
have helped the Group to advance, by demonstrating the
need to review certain operating procedures.
The professional conduct unit was invited to attend two
meetings of the Board of Directors’ Quality and
Sustainable Development Committee in 2015. The unit
presented the annual ethics and professional conduct
report at the first of these meetings. The findings of
La Poste’s annual ethical climate survey were discussed
at the second.
Le Groupe La Poste makes an active contribution
to the work of leading ethics bodies in France. It serves
on the board of directors of the Cercle d’éthique des affaires
(CEA, business ethics association), works closely with the
French branch of Transparency International, a major
international NGO that aims to combat corruption, and
has partnered with the European Business Ethics Forum.
Annual report on ethics and professional conduct
Every year, an annual report on ethics and professional
conduct is submitted concerning the previous year’s
activities to the Board’s Quality and Sustainable
Development Committee. Thanks to the insight this
provides, the Board of Directors is able to take the
requisite measures to deliver improvements in the Group’s
ethics and professional conduct. The report is also sent to
the Executive Committee and to members of the Group
Management Committee, and then its findings are
forwarded to the 650 key managers and made available to
all employees on the intranet in the form of an information
bulletin. Through this sharing process, Le Groupe La Poste
wants to encourage managers to take a lead in ethics and
to act as ambassadors for its programme. It also hopes
that employees will question their own practices and will
not attempt to resolve an ethical dilemma all on their own.
Ethics climate survey
BVA carried out an ethics climate survey(1) at La Poste for
the fourth time in 2015. Its results confirmed that regard
for ethics and professional conduct is firmly entrenched
in the organisation, with 93% of employees stating that
they feel they can relate to the Group initiatives in the
ethics arena. This figure has increased since 2013.
It is also higher than the equivalent figure (89%) recorded
for employees of large groups surveyed at the same time.
What’s more, employees reaffirmed the importance
of having an ethics officer, with 88% of them stating they
were in favour (and 47% highly in favour) of this role – a higher level of support than in 2014 and at other large
groups. This demonstrated employees’ backing for the
Group’s framework.
(1) The questionnaire was developed in conjunction with the BVA polling organisation and members of the Cercle éthique des affaires for internal use and for a selection
of large groups for comparison purposes.
49
50
4.
In addition, they have clearly grasped the value of ethics
for the Group: 84% consider that the Group has embraced
ethics and professional conduct to improve its business
performance and 93% to forge a strong image for
La Poste. As a result, employees are aware that a healthy
ethics climate creates confidence both internally and
externally and has a positive impact on the Group’s
performance.
The Group strengthened its ethics and professional
conduct framework in 2015 by adopting a “gifts and
hospitality” policy supported by a guide (see page 51)
and the representation of interests charter (see page 22).
Further expansion of the ethics-led culture
Ethics and professional conduct awareness programme
extended to regional offices
In 2015, the Group’s ethics officer toured the regional
offices (except for the Provence Alpes-Côte d’Azur, which
he planned to visit in early 2016) to raise awareness about
the ethics framework and to discuss professional concerns
that may arise in the field (lobbying, conflicts of interest,
etc.). These discussions also help to pass on the basic
tenets of ethics and professional conduct. Lastly, they
provide an opportunity to reiterate to employees that it is
crucial for them not to attempt to resolve an ethical
dilemma on their own. Instead, they should discuss it with
their manager and, if necessary, with their business unit’s
or subsidiary’s ethics officer.
Launch of an ethics and professional conduct
smartphone app
Despite employees’ clear backing for the ethics and
professional conduct framework, training remains an area
of focus for 2016. The development of training will be
facilitated by the introduction of an ethics-related
smartphone app. The ethics and professional conduct app,
launched on 2 November 2015 – the first of its kind at
La Poste in terms of internal communications – enables
every employee to refer to the core ethical pillars and
reference guides wherever they are using their
smartphone. The app also covers professional topics,
including the core pillars, case studies and quizzes so that
users’ can test their knowledge. Employees can also find
out the latest news about ethics, hear a clip of their
Chairman and Chief Executive Officer talking about ethics,
share their best practices, sign up for the professional
conduct unit’s newsletters and contact ethics officers for
information about an ethical issue or to issue a warning
about ethical matters. This tool provides local support to
employees and gives them a rapid, mobile and fun way of
learning more about the subject.
Lastly, the professional conduct unit is working on a
serious game that will help to give employees a solid
grounding in ethics.
First-ever Ethics Day at the Group’s headquarters
La Poste’s first Ethics Day was organised jointly with
employees from the business units. It took place on
Thursday 26 November 2015 and included three roundtable sessions and three face-to-face interviews devoted to
major ethical issues for businesses – the image and costrelated risks of unethical behaviour, ethical management,
how to incorporate values in decision-making, ethics and
the younger generations, etc. Lastly, Philippe Wahl,
the Chairman, answered questions and responded to
suggestions from a dozen or so employees representing
the full range of business units concerning ethics and
professional conduct.
A radio studio was set up enabling all employees working
at or passing through the Group’s headquarters to drop in.
Around 200 people were able to attend the round-table
sessions, and close to one thousand followed the events
using their smartphone or via the intranet. All the
discussions and interviews were subsequently made
available as podcasts via the ethics and professional
conduct smartphone app.
Regular publications keeping employees informed
The other communication tools developed by the
professional conduct unit provide ongoing support for
employees:
• A dedicated intranet site, updated at least once a week,
houses all the tools developed by the Group.
• News Éthique, a monthly newsletter covering ethics and
professional conduct issues affecting businesses in
France, internationally and also La Poste.
• Pratique Éthique and Le Petit Illustré, the two quarterly
theme-based newsletters, covered five topics in 2015 –
ethical lobbying, professional secrecy, Ethics Day, the
ethical climate survey and the report on the Group’s ethics
and professional conduct activities. They dovetail with each
other perfectly: Pratique Éthique puts a theme in context by
providing expert analysis and guidelines for managers,
while Le Petit Illustré adds depth to the same issues, but
through the prism of concrete business case studies.
• Petit Précis d’Éthique Illustré, a small booklet launched
in 2014 covering the main ethical issues affecting La Poste,
was given a facelift in 2015 ahead of the Ethics Day and
postal oath-taking events at which it was handed out to
participants.
These communication and educational tools help to
revitalise all the topics covered by the professional conduct
reference guide and share them with employees.
Prevention of corruption
CHRONOPOST AND DPD FRANCE FOUND
GUILTY OF BREACHING THE COMPETITION
RULES
On 15 December 2015, the French Competition Authority
fined several companies operating in the courier and
express courier sector for price collusion practices prior
to September 2010. Two La Poste subsidiaries were
involved, Chronopost and Exapaq (since renamed DPD
France), which were ordered to pay fines of €99.1 million
and €50 million respectively.
Other initiatives were implemented between 2011 and
2015 to improve compliance in this area:
– starting in 2011, La Poste cooperated with the French
Competition Authority to develop an enhanced
competition compliance programme that aims to
establish responsibilities, set up preventative processes
and roll out a training programme. This programme was
ratified by the Group’s Executive Committee in 2012;
– in 2013, a competition reference guide and competition
charter were devised by the Legal Department and
Compliance Department to inform the various individuals
within the Group who have to deal with competition risks;
– communication and educational materials have been
produced, a practical guide to competition was published
by the ethics officer, a guide to conduct in professional
organisations was made available to the relevant
individuals, and communication about the ethics officer’s
early warning system was stepped up;
– a list was drawn up of individuals whose duties bring
them into contact with professional organisations, so that
they can be given appropriate training;
– the Group made it a requirement for its headquarters
and business units (except for La Banque Postale) to
introduce a competition compliance programme, and this
point was also added to the internal control framework at
every level of the organisation;
- the Chairman and Chief Executive Officer also restated
his commitment to the Competition Authority.
G4-SO4, G4-SO5
The prevention of corruption is one of the key ethical
issues covered in the Group’s reference guide to ethics and
professional conduct. In 2015, it stepped up its efforts to
combat corruption as part of its ethics and professional
conduct framework by launching two major initiatives:
Training for the Executive Committee: on 18 May 2015,
a training session on the prevention of corruption was
delivered to the Executive Committee. At the end of the
session, the chairman of the Executive Committee
commissioned an audit cataloguing procedures and
actions already implemented and identifying areas for
improvement.
Formulation of a gifts and hospitality policy: at the
instigation of the Group’s ethics and professional conduct
unit, around 20 individuals from the Group and the
business units (representatives from the professional
conduct unit, communication, HR, audit, purchasing,
institutional relations, commercial departments, etc.)
attended a training and work session in January 2015.
This session helped to raise awareness of the key issues
and risks concerning gifts and hospitality given or received
with regard to the anti-bribery regulations and to lay down
the broad lines of a gifts and hospitality policy. Following
its formulation by the Group’s professional conduct unit,
two documents were drafted – one containing the policy
itself and a second containing a guide on how to apply
it in France, helping employees to ask themselves the right
questions. Adopted by the Executive Committee in
September 2015, the policy was circulated with a
supporting letter from the Corporate Secretary to its
700 key managers. These managers were then tasked
with implementing this policy and passing on its message
to their teams. According to the ethics climate survey,
employees are aware of the risks in this area, and 60% of
them believe that the acceptance by an employee of a gift
from a supplier or customer represents a breach of the
ethics and professional conduct code.
In-house publications, including News Éthique, Pratique
Éthique and Le Petit Illustré, regularly provide updated
information relating to the issue of corruption to raise
awareness among managers and other staff. These
publications are distributed to the Group’s 800 key
managers and may be accessed by all employees via
the ethics and professional conduct intranet.
51
52
4.
Human rights
Conventions. The labour inspectorate is responsible for
verifying compliance in France.
One-third of the members of the Board of Directors are
elected by the employees.
Early in 2015, under the auspices of the Collège des
Directeurs du Développement Durable (C3D), an
organisation bringing together some 100 sustainable
development managers from both private-sector
companies and public organisations, as well as other
experts in the field, the Group launched a work group to
exchange information on human rights and discuss
measures taken by Le Groupe La Poste and other large
companies in this area. This work group was formed to:
• provide guidance to help businesses establish their
human rights strategy
• set up a repository of the best tools and practices
• offer a straightforward beginner’s guide to the subject
contribute to discussion and debating forums and
platforms about this topic.
In 2015, the steps taken by various leading organisations
– the Entreprises et droits de l’homme (EDH) association,
the UN reporting framework, Human Rights Watch, and
the OECD among others – were discussed within the work
group.
In 2016, the work group aims to set up a legislative and
regulatory watch at French, European and international
level covering the issue of human rights, create a guide to
relevant resources and tools and draft a memorandum
concerning C3D’s position on the issue, together with draft
legislation and directives.
The Group also joined EDH(1) to share best practices and
training with seven other large French groups.
(1) Entreprises pour les Droits de l’Homme – Enterprises for Human Rights.
Precautionary principle
G4-14
Within Le Groupe La Poste, the only entity for which the
precautionary principle plays a role is La Banque Postale.
As stipulated in its Defence sector policy, La Banque
Postale takes care to ensure that all the portfolios
managed by its asset management and investment
professionals do not include businesses involved in
the trade of controversial and unconventional arms,
irrespective of the relevant financial instruments.
With this aim in mind, La Banque Postale signed up
in 2012 to a database service provided by an independent
expert to enhance its methodology and distribute a
prohibited list across all the members of its asset
management and investment teams, the financial
transactions department, the risk management
department and the corporate department. In parallel,
additional measures were introduced concerning a number
of securities subject to high extrafinancial risks, such as
breaching international agreements and the UN Global
Compact principles, and regularly causing controversy.
In addition, trading in agricultural commodity funds is not
permitted.
In January 2016, La Banque Postale’s Executive Committee
approved the launch of a responsible lending charter
governing lending to corporate entities. The charter
stipulates that requests for loans should be denied to
applicants from a certain number of sectors considered
to carry excessively high extrafinancial risks (gaming,
pornography, tobacco, nightclubs and coal mining), as well
as to organisations and businesses that have seriously or
persistently broken the law, codes of conduct or industrywide agreements (violation of environmental legislation,
violation of international codes of conduct or agreements
and violation of fundamental labour conventions).
Furthermore, as a key player in the French economy,
La Banque Postale strives to combat tax evasion by
complying scrupulously with the rules and preventative
measures in force.
Lastly, La Banque Postale monitors its customers’ tax
compliance as part of its duties to combat money
laundering, the financing of terrorism and fraud. Control
procedures for international transactions between France
and countries considered to be at risk have been put in
place, and warnings are handled by a dedicated system.
A team of over 100 employees in the financial transaction
security department provides this scrutiny.
In 2015, following the terrorist attacks in Paris, the
department developed new warning systems based on
“weak signals” activated below the thresholds applied for
money laundering purposes and more behaviour-oriented,
an approach that has yielded more valuable results to date.
organisation for
coordinating the CSR
policy
Le Groupe La Poste’s approach to corporate social
responsibility (CSR) is predicated on the priorities set by its
Executive Committee in October 2012. These address the
requirements of both the ISO 26000 standard and the
Global Reporting Initiative (GRI) Guidelines, with a view to
achieving continuous improvement.
CSR governance bodies, managers and
representatives
To embed CSR in all its decision-making processes at
every level, Le Groupe La Poste has chosen to adopt an
interconnected and multipurpose set of governance
bodies. Following deployment of its new strategy and the
subsequent changes made to the organisation of its
business units, as well as the adjustment of the
21 regional offices to France’s 13 new administrative
regions, the Group launched a development plan in early
2016 to adapt its support functions. This project provided
an opportunity for the CSR function to hone its expertise
and make societal responsibility an even greater
consideration within the support functions.
The Board’s Quality and Sustainable Development
Committee
At the highest level, the Board’s Quality and Sustainable
Development Committee reviews the Group’s strategic
direction and monitors accomplishments.
It lays the groundwork for the Board’s discussions and
submits any relevant recommendations on any issues
affecting the quality of the relationships that La Poste and
all its subsidiaries maintain with their customers, as well
as issues related to sustainable development.
The Committee’s remit is to:
• conduct Le Groupe La Poste’s customer satisfaction
survey;
• analyse the quality of service provided to Le Groupe
La Poste’s customers;
• review best practices to drive continuous improvements
in service quality for the Group’s customers;
• review best practices in terms of the Group’s sustainable
development and corporate social responsibility.
The Board of Directors may set additional quality and
sustainable development goals for the Committee. Since
2013, its responsibilities have included well-being at work
within La Poste and best practices in the field. In turn, the
Committee may also suggest that the Board refer to it any
specific matters in these areas it deems necessary or
relevant.
The Corporate Secretary is the CSR contact for the
Executive Committee. He/she provides an update each
year to the Executive Committee on the progress made by
CSR initiatives across Le Groupe La Poste.
The influx of new members following the overhaul of the
Board of Directors has provided an opportunity to review
the work performed by the Committee.
Professional conduct unit
The role of the professional conduct unit is outlined on
pages 48 to 51 in the “The ethical framework for the
Group’s employees” section.
The Group’s CSR department
Le Groupe La Poste created a Corporate Social
Responsibility (CSR) department in 2011, which took over
from the Sustainable Development department, originally
set up in 2003. Its remit is to incorporate the Group’s
economic, social, societal and environmental objectives in
its strategy, policies and action plans and also to have
these objectives guide the behaviour of employees.
The CSR department has been entrusted with the
following tasks:
• formulating the Group’s social and environmental
(CSR) policy and overseeing its execution, in conjunction
with the head office departments and business unit
departments. The CSR department reports to the
Executive Committee and to the Board’s Quality and
Sustainable Development Committee;
• monitoring developments related to sustainable
development and CSR, as well as conducting lobbying
activities to bring to bear the Group’s expertise and
positions on certain issues. The CSR department helps to
raise awareness of the statutory and regulatory
requirements incumbent on the Group in this area and
keep senior managers fully apprised of their obligations;
• managing relations with the relevant institutions
without exceeding its authority, including partnerships
established by the Group that involve CSR;
• promoting a culture of CSR and the Group’s CSR image;
• providing advice and expertise to the business unit
departments and corporate departments concerning
responsible products and services, the CSR aspects of
customer calls for tenders and access for vulnerable
customers to the Group’s products and services.
53
54
4.
The Group’s CSR department coordinates a CSR business
unit committee with representatives from each of
La Poste’s business divisions and its holding companies.
This Committee monitors the roll-out of action plans
within the Group. It met four times during 2015. It also
coordinates a Group CSR Committee, which has members
representing the Group’s functional units that contribute
to its various reporting processes, and incorporates CSR
issues in the professional activities of the functional units.
Every year, the CSR department runs a number of
workshops on specific themes.
In 2015, Le Groupe La Poste’s CSR department continued
its work, coordinating and furthering the adoption of CSR
across the entire organisation. Four CSR committee
meetings were held during the year, which were attended
by representatives of all La Poste businesses and its
holding companies. In addition, a number of meetings
were held that focused on development of the approach
and the sharing of experiences related to measures
already implemented.
“The Group’s CSR department has a
different aim from that of the functional
departments. Granted, it’s critical to
have some experts to support the CSR
programme, but the crucial point is for
all of Le Groupe La Poste’s major
functions to incorporate CSR in their
day-to-day business practices.”
Christine Bargain
Group Corporate Social
Responsibility Director
Further efforts to entrench CSR across
Le Groupe La Poste
G4-35 to G4-37
Each of the Group’s business units and a number of its
subsidiaries have set up their own CSR departments to
define their approaches to economic, environmental
and social issues and track the progress made under
operational action plans to ensure that sustainable
development becomes part and parcel of their processes
and management. At the local level, CSR representatives
are appointed by each department and by subsidiaries,
when justified by their size and organisation structure.
These representatives are supported by the Group’s
regional offices, which liaise between business units’ local
presence and subsidiaries, and local stakeholders.
The Group’s CSR department provides information on
strategic priorities and communication plans, nationwide
events, and initiatives taken by the business units and
regional offices. It provides its expertise and valuable
communication tools, and strives to facilitate effective
cooperation between the various internal and external
CSR stakeholders.
Coordination of CSR officers and sustainable
development training for employees
Le Groupe La Poste has introduced briefings for the
majority of its employees to inform them about its CSR
strategy. Regular team meetings, known at La Poste as
ETCs (for “Espaces Temps Communication”), are arranged
to pass on information and gather employee feedback,
including CSR issues. Each business unit also organises
awareness campaigns focusing on its own challenges and
achievements (see below).
In 2015, Le Groupe La Poste and Caisse des dépôts
devised a guide to educate their employees about best
information and communication technologies practices.
The goal of this initiative was to reduce CO2 emissions by
using their workstations more efficiently.
The COP21 conference in Paris provided an opportunity for
internal media to raise employee awareness about climate
change.
The plan in 2016 is to overhaul the training provided to
managers and to design a digital space facilitating
employee engagement with CSR issues, which will then be
rolled out across the Group in 2017.
Each business unit’s CSR officers are overseen by its CSR
or sustainable development department. Conference calls
and videoconferences, plus physical meetings once or
twice a year, are arranged for this purpose.
Initiatives are carried out every year to mark the five
national weeks devoted to the following themes –
sustainable development, mobility, socially responsible
investing, employment of disabled people and waste
reduction. Inter-business meetings were organised by the
network and the bank with the Services-Mail-Parcels
business unit and Poste Immo.
At La Banque Postale
A briefing and discussion seminar was held on
2 December 2015 that brought together representatives
from all of La Banque Postale’s departments, subsidiaries
and sites.
In 2015, La Banque Postale devised two CSR training
modules – the first covering the fundamentals of
sustainable development and CSR and the second
focusing on how to play a part in and implement
La Banque Postale’s CSR policy.
These two modules have been added to La Banque
Postale’s and the Retail Network’s training catalogue and
were devised with the Retail Network’s CSR team so that
they can also be useful to its employees.
Information and discussion seminar.
Initiatives implemented in 2015 by the business units
included:
At the Services-Mail-Parcels business unit
The Services-Mail-Parcels business unit’s sustainable
development department galvanised its sales and
marketing employees with a series of inspirational
breakfast meetings, including marketing professionals
from other businesses as speakers. With the assistance
of Agrion and Pixelis, a document specifically for
marketers highlighting the potential of CSR as a means
of creating value in marketing was also produced. In the
Greater Paris region, 130 employees and 24 units got
together at the COP21 awards to stage a presentation
of a flagship initiative introduced by the business unit to
help combat climate change.
In 2015, the “We are all CSR actors and ambassadors”
e-learning training module was added to the qualifying
courses for postal workers and supervisors and is also
available for all the business unit’s employees.
A classroom-training session about carbon management
was launched in April 2015 for operational managers in
the field and finance departments.
Across the Retail Network
In 2015, as part of the 13th European mobility week, the
teams raised awareness among and informed employees
about the alternative forms of mobility that consume less
energy and pollute less. During the year, emphasis was
placed on loan-based solutions enabling customers to
purchase green vehicles.
To mark the COP21 conference in Paris, the Retail
Network wanted to give employees a chance to commit
to combating climate change via the GreenAthlon
programme. For a month, they were able to choose one
or more ways of doing so from among 14 suggestions on
a website or sent by mail. All in all, 300 Retail Network
employees signed up to the programme, producing
savings estimated at 6,000 tonnes of CO2.
13th European mobility week.
55
56
4.
At Poste Immo
Poste Immo’s strategic roadmap – “Horizons 2020” – was
updated in 2015, together with an overhaul of its 20152020 CSR policy. This represented a major step forward,
since the creation of its new policy based on Poste Immo’s
experience and accomplishments enabled it to establish
a framework, objectives and measures that could be
implemented collectively. The overall goal is to lay
the groundwork for a transformation supporting the
emergence of a more and more responsible real estate
portfolio, staying one step ahead of future regulations
and actively helping to shape them.
Three specific initiatives were implemented in 2015:
• Poste Immo provided support to the Group with the
performance of mandatory energy audits under the
French legislation enacting the Energy Efficiency Directive
(2012/27/EU)
• The Rennes Colombier building won the CUBE 2020
competition
• An interactive guide to sustainable development was
produced for Poste Immo in conjunction with the regional
offices.
At the Digital Services business unit
In conjunction with the Services-Mail-Parcels business
unit, the marketing and communication teams of the
Digital Services business unit were educated about CSR,
and a responsible evaluation was carried out of several
solutions (Digipost, digital kit, etc.) to prepare
improvement plans for products and services.
Between 12 and 16 October 2015, Docapost organised
a Clean-up Week, which was run by employees from its
head office in Charenton (France). The waste collected
(eight tonnes of paper, cardboard, Waste Electrical and
Electronic Equipment, etc.) was sent to the relevant
processing facilities, with priority given to sheltered sector
businesses.
Responsible communication,
showcasing the Group’s commitment
Since 2009, the Group has embraced a responsible
approach to communications in the firm belief that
communication should reflect its commitment to
sustainable development.
In January 2014, Le Groupe La Poste signed up to the UDA’s
Advertisers’ Charter for responsible communication. Every
year, it reports on the measures it has taken and the
progress achieved towards the five commitments set forth
in the charter.
After signing up to the charter, the Group’s communications
department rolled out the responsible communication
programme to all its business units in 2015. The framework
includes the responsible communication code – “Let’s
communicate responsibly” – under which the Group
undertakes to be:
• more respectful, by designing its communication
materials with the environment in mind to make the most
efficient use of resources and reduce its footprint
• more community-oriented, by consulting local service
providers, participants in the social and solidarity economy
and organisations helping people back into work (ESATs)
• more transparent, by predicating messages on easily
verifiable facts;
• more accessible by improving access to its
communication materials and initiatives for everyone.
This code was circulated to the Group’s communications
teams, whose 800 team members are all directly involved
in communications-related jobs. To achieve greater buy-in
to the code, each commitment is illustrated by an interview
with an employee who explains how it applies in concrete
terms in his/her day-to-day business activities.
In addition, a special area devoted to responsible
communication has been set up on the intranet for the
Group’s communications staff. It contains:
• an updated version of the responsible communication
reference guide, the reference tool used within the Group
to ecosocial design communication materials (see box)
• a set of tools and resources to hone communication
staff’s knowledge of responsible communication and
Le Groupe La Poste’s programme (reference publications,
information about commitments, progress made by the
programme, etc.)
• experience-sharing project sheets compiled to form an
interactive catalogue.
THE RESPONSIBLE COMMUNICATION
REFERENCE GUIDE, A TOOL FOR
INCORPORATING ENVIRONMENTAL AND
SOCIAL CONCERNS INTO THE DESIGN OF
COMMUNICATION MATERIALS
In 2015, to embed environmental and social concerns
more tightly in the criteria used to select communication
materials, the responsible communication guide was
computerised and made available online in the
responsible communication area of the intranet for the
Group’s communications staff. This tool, which is simpler
and more user-friendly, can be used to print out
checklists of criteria to be considered to ensure a project
factors in environmental and social concerns
(personalised checklists based on the production stages
overseen by the project leader), to assess the
environmental and social design performance of
communication projects and publish overall scores.
100%
of the Group’s communications staff have been notified
individually of the introduction of the responsible
communication code and the resources section now
available on the intranet.
In addition, an e-learning training module intended for all
Le Groupe La Poste’s communications staff was designed
to deepen their knowledge of responsible communication.
In 2016, the Group plans to release a kit on how to make
communication initiatives and materials accessible, which
will add a new facet to the responsible communication
reference guide.
CSR embedded in collective goals,
managerial performance targets,
internal control and decision-making
processes
Le Groupe La Poste has developed tools and indicators for
monitoring its CSR footprint. The scope of these indicators
covers more than 90% of the Group’s business in terms of
its revenue and workforce. These indicators draw on both
national frameworks (such as article 225 of the Grenelle II
law and ADEME’s Bilan Carbone® (carbon footprint) tool)
and international standards (principally the GRI’s G4
Guidelines) widely used for sustainability reporting.
In pursuit of these commitments, it has set 14 sustainable
development objectives to be reached by 2020. (See
chapter 3, page 34). The 2015 results will be presented
to the Quality and Sustainable Development Committee.
The Group’s extrafinancial ratings are tracked by the
Executive Committee.
The Chairman’s monthly performance indicators include
a section devoted to CSR. The business units have also
introduced CSR performance monitoring. For example,
CSR performance indicators are included in a balanced
scorecard that is analysed on a monthly basis at the
reporting committee for the Services-Mail-Parcels
business unit. At La Banque Postale, extrafinancial ratings
are analysed systematically by the management bodies.
All of the Group’s managers, from Executive Committee
members to team leaders, have a range of economic,
environmental and social objectives on their roadmap.
In 2015, as in the previous two years, it was mandatory
to set objectives aimed at improving the quality of life at
work. Other aspects frequently covered by objectives
included encouraging the development of responsible
products and services, reductions in greenhouse gas
emissions, purchases from solidarity-based economy
players, gender equality in employment and pay.
For example, regional managers (Services-Mail-Parcels
business unit) have been set objectives based on the
following CSR indicators: reduction in the fleet’s
greenhouse gas emissions, health and safety in the
workplace (frequency and severity rates) and deployment
of training.
Managers’ performance vis-à-vis all these CSR indicators
determines a large portion of their variable remuneration.
Economic, social and environmental impacts are analysed
as part of the assessment of all projects considered as
significant, in terms of the amounts or issues involved.
CSR is factored into the Group’s risk mapping.
The Group regularly updates its legal reference guide
relating to these concerns and the annual internal control
self-assessment matrix includes questions relating to
CSR. Internal audits specific to CSR or incorporating CSR
aspects are carried out every year at the Group and
business unit level.
57
58
4.
Employees’ CSR engagement
20 projects for 2020
With 231 high-quality entries, including 39 from international subsidiaries, the second edition of the “20 projects for
2020” provided further evidence of employees’ entrepreneurial spirit and their new business thinking.
THE FOUR 2015 PRIZE-WINNERS
Logistic’up, championing small-scale e-commerce
This logistics platform puts online merchants
handling fewer than 150 orders per day in touch with
private individuals willing to store and deliver items
to top up their income.
“The key features of this logistics
solution are its completely
straightforward pricing and highly
competitive positioning – it offers just
what small online merchants want.”
Easy Shopping, enhancing France’s appeal
This project facilitates tourists’ travel and shopping
arrangements in France by combining the Group’s
areas of expertise – it simplifies VAT refunds and
handles collection of the goods from the store
through to delivery to their chosen destination.
“International tourism accounts for over
7% of French GDP, which makes
shopping a real growth driver for the
Group.”
Box Temporis, travel through time and space
Scheduling the dispatch of a package six months,
one year or up to ten years in advance can be a real
thrill. It harks back to the early days of postal
services and won the judges’ special prize.
“It’s the stuff dreams are made of! You
can now arrange for a present to arrive
on someone’s birthday, or for a
childhood memory to be re-awakened
in later life”, claim the Normandy-based
entrepreneurs, who know what they are
talking about – one is a postwoman and
the other a mail supervisor.
Bid our Parcels, promoting greater accessibility
Entrusting responsibility for the first or last isolated
mile of deliveries to local carriers or private
individuals is the idea underpinning this logistics
service auction platform.
“It brings the collaborative economy
to package delivery, bolstering our
presence in rural areas and helping
to boost volumes at our Pickup relays.”
Participation-based innovation
Employee engagement is predicated on participationbased innovation, which has been a real success with
employees.
The Qualiades awards provide a showcase for and help
to extend the reach of best practices.
Ways of expanding the employee engagement framework
around CSR are currently being studied.
13,553
11,747
12,376
9,871
9,690
7,831
4,752
2009
2010
2011
2012
2013
2014
2015
SINCE 2009,
69,820 IDEAS HAVE BEEN SUBMITTED
166
160
130
109
92
82
29
36
81
48
27
28
37
31
27
33
2008 2009 2010 2011 2012 2013 2014 2015
Number of winners
Number of entries
QUALIADES AWARDS FROM 2008 TO 2015
59
SUSTAINABLE “ECOSOCIAL
DESIGNED” PRODUCTS AND
SERVICES THAT ARE SIMPLE,
USEFUL AND AFFORDABLE
P.62 Le Groupe La Poste’s “ecosocially designed” products and services
65Products and services that offset the carbon footprint
67Helping customers consume more responsibly
68Making products and services accessible to all
72Increasing customer satisfaction
For Le Groupe La Poste, “setting the example” means first of all
providing products and services that are useful and which are capable of
meeting everyone’s essential needs in a sustainable manner. It also
means giving customers the possibility to choose products and services
that respect people and the environment.
This is why environmental and social concerns are addressed from
design to distribution. For example, the greenhouse gas (GHG) emissions
of mail, parcel, express and digital products are offset.
To improve customer service, Le Groupe La Poste is developing multiple
distribution channels, working to facilitate relationships with all
consumers and making firm commitments to customer service and
satisfaction. Steps are also being taken to protect the privacy, data,
health and safety of consumers, and to increase the responsibility and
transparency of our business practices.
Results for the principal key objectives:
Commitment
2020 targets
Progress at the end of 2015
Exemplary
responsible offerings
Develop the share of sustainable
product and service offerings under
CSR guidance.
Offset GHG emissions generated from
mail, package, express and digital
services.
For La Banque Postale, 63% is under ESG
guidance.
Progress in line with set target
Target surpassed
Offsetting has been effective each year
since March 2012.
61
62
SUSTAINABLE “ECOSOCIAL DESIGNED” PRODUCTS
5.
“ecosocially designed”
products and services
A design process that systematically
addresses environmental and social
criteria
G4-EN27
When Le Groupe La Poste designs and develops new
products and services, it carefully studies the needs of all
of its customers, and the most basic needs of the most
disadvantaged populations. These products and services
are created and developed with an ecodesign approach
that addresses human and social concerns, such as
human rights and universal accessibility. This approach
covers all phases of development from design to aftersales service and includes, for example, sales outlets,
communication and distribution channels. Since 2009,
La Banque Postale has also been addressing ESG
concerns, by evaluating compliance with 19 CSR design,
delivery and customer support criteria before making the
final decision to market a new product.
Some examples of responsible
consumer products and services
G4-EN30
Le Groupe La Poste wants its products and services to
meet essential needs and cares about their impact on the
economy, the environment and society. They are intended
to address key social challenges, such as the energy
transition, the digitisation of society and population aging.
(see page 123).Each year, the portfolio of products and
services is enhanced and challenged to respond to
evolving needs and future requirements, with a constant
eye to environmental and social considerations.
This chapter provides some prime examples of Le Groupe
La Poste products and services and major innovations
in 2015.
The Green letter – a reduced carbon footprint, processed during
the daytime, a higher standard of service and fully covered by
carbon offsets.
To communicate
In addition to standard “priority mail”, to fulfil its public
service mission La Poste gives its customers a full range
of products and services to choose from.
“Green letters”, which reduce the carbon footprint by
avoiding airmail for national deliveries, ensure delivery
within France within two days. This service was designed
to produce up to 30% less greenhouse gas than priority
Letter service. It also reduces night-shiftwork, since it is
provided only during the day.
“Online letters”, which can be sent via the www.laposte.fr/
lettreenligne website from any computer anywhere in the
world, are printed by La Poste and distributed by a mail
carrier throughout metropolitan France the next day. This
innovative, fast and simple service is further proof that
digital technology and paper can be complementary.
THE OFFICIAL COP21 STAMP
The official COP21 stamp, which
La Poste issued in 2015 for the
COP21 conference on climate
change, was printed in La Poste’s
ISO 9001 and ISO 14001 certified
printing facility, using water-based
and solvent-free ink on bisphenol-free FSC paper.
Furthermore, all GHG emissions resulting from the
stamp’s production and sale have been offset.
To send and receive parcels
• La Poste’s Pickup Services consists of a vast network
of Pickup points from which customers may choose that
which is most convenient for them, for example on their
way to or from work. At the end of 2015, there were
8,000 Pickup points throughout France and 22,100 in
15 countries.
• The Pickup stations network continued to grow in 2015,
giving customers who order products online the option of
picking up their parcel from a locker, in addition to having
it delivered to their home or picking it up at the post office
or at a Pickup point. Pickup lockers may be accessed
whenever the train stations or shopping centres where they
are installed are open. Customers can pick up their parcel
at any time, on their way to work or home, for up to three
business days.
Online orders can now be collected from a pickup point.
• Predict service informs parcel recipients when their
parcel is to be delivered and enables them to schedule
delivery, thus increasing the likelihood that the first delivery
attempt will be successful. This makes customers happy
while reducing CO2 emissions.
Inform the recipient of the day and time of delivery, while giving
them the option of scheduling it for a particular time.
Letter box delivery and return.
• Letter box delivery and return service, which was
introduced in 2015, enables customers to send a parcel or
return an Internet purchase from their letter box at home.
By eliminating the need to go to the post office, this service
helps to reduce GHG and pollutant emissions.
To borrow
La Banque Postale has a legal mandate to ensure that
banking services are readily accessible (see pages 69
to 71 for more information). To encourage consumers to
borrow the money they need to renovate their home
or purchase an ecological vehicle, in 2015 La Banque
Postale launched its line of “Green loans”. It offers an
Éco PTZ zero-interest rate loan, a home renovation loan
to increase energy efficiency, home-improvement microloans, loans for purchasing electric and hybrid cars
(as well as bicycles, motorcycles and electric scooters)
and matching insurance. In partnership with Treez,
a reforestation NGO, La Banque Postale will finance
the planting of a tree in France for every Green loan
taken out.
63
64
5.
Some examples of responsible products
and services for businesses and local
authorities
Le Groupe La Poste’s products and services for business
customers and local authorities are the fruit of the
considerable expertise the Group has developed over the
years in such diverse areas as logistics, energy transition
and personal services. Just like consumer products and
services, they address environmental and social concerns
and are continuously adapted to accommodate new needs
and practices.
Below are some examples of new products and services
introduced in 2015.
Sustainability mobility services
• Subsidiary Véhiposte provides ecosocially
responsible vehicle fleet long-term leasing and
management solutions. Its services include
“green” fleet management, carbon emissions
reduction of utility and service vehicles and
company cars, and ecomobility awareness-raising
through car-sharing.
• Greenovia leverages the Group’s fleet
management experience and expertise to provide
ecomobility solutions and consultancy to
businesses and local authorities and help them
make the transition toward more responsible
forms of transportation.
• Launched in March 2015, Mobiperf completes
this range of services with fuel-consumption
management and ecodriving training. Over a
24-month period, an average 15% decrease in fuel
consumption has been observed. Since 2014,
Mobigreen has been providing a broad range of
customers with training in electric vehicle
operation and driving safety.
• To pursue innovation in 2015, Le Groupe La Poste
teamed up with other large companies to develop
personal mobility solutions for businesses and
local authorities.
Vote and plant a tree
• In 2015, Docapost launched the “Green
Elections” offer, which enables voters in traditional
or online elections to combine their civic duty with
reforestation. Trees will be planted on behalf of
participating companies, in proportion to the
number and percentage of their employees they
can get to vote. Companies will have several
reforestation programmes to select from, all of
which are in France. Posters, banners and other
communication tools are made available to
promote the programme and get participants to
vote, and companies receive a planting certificate.
New mail carrier
services to strengthen
social cohesion and promote
the energy transition
• Traditionally a key vector of social interaction,
mail carriers were provided with Facteo
smartphones in 2014 and 2015 to enable them to
provide new “local services” in real-time. Seven
Proxi brand localservice packages
are now available
(see page 124).
• In June 2015,
La Poste launched
a services offering
that enables local
authorities to
promote energy
renovation more efficiently and on a larger scale.
Mail carriers increase consumer awareness of the
importance of energy renovation work, help them
express their requirements, assist them in defining
their renovation project and give them a means
to monitor and control their energy performance
(also see page 124).
Services that contribute to the emergence of the
circular economy
• The Group continues to develop Recy’go, its
waste paper collection service, expanding it in 2015
to include cardboard, confidential documents and
small metal objects (see page 124).
Services-Mail-Parcels, Digital Services
and GeoPost carbon offset programmes
The carbon credits that Le Groupe La Poste acquired in
2015, in compliance with the most demanding carbon
emissions standards (the Gold Standard and the Verified
Carbon Standard) enabled it to offset 1,467,971 tons of
CO2-eq emitted by the relevant business units. The carbon
credits purchased by Le Groupe La Poste account for
almost 5% of total purchases in the voluntary market.
GHG emissions are offset in two ways. First of all through a
partnership with Écoact, which selects, using procedures
the Group has validated, projects that are capable of
generating carbon credits in the voluntary carbon market.
Secondly, through its contribution to the Livelihoods
climate solidarity fund.
1.468
%
5
metric tons of greenhouse gases were offset in 2015.
Products and services
that offset the carbon
footprint
Since March 2012, Le Groupe La Poste has been
purchasing carbon credits in the voluntary carbon credit
market to offsets the GHG emissions of the following
business units:
• Services-Mail-Parcels
• Digital Services
• GeoPost, with respect to the express parcels delivered by
20 of its European subsidiaries.
In keeping with its policy of climate solidarity, Le Groupe
La Poste selects carbon-offset projects that support the
economic and social development of their host
communities.
is the very high proportion of GHG emissions offset
in the European voluntary carbon market that Le Groupe
La Poste accounts for.
65
66
5.
Carbon offset projects supported
4
5
7
6
12
13
8
11
9
3
1
10
2
Kenya (1), the installation
of water-purification
filters enables 464,000
people to drink clean water without
having to burn firewood to boil it.
This project was approved by the Gold
Standard Foundation.
The objective of the Kasigau Corridor
project, also in Kenya, is to prevent
deforestation by reducing slash-andburn agriculture. This project is
certified by VCS and CCB.
The Madre de Dios Amazon
project in Peru (2) seeks to
preserve the Amazon’s
biodiversity by preventing
deforestation and through sustainable
forest management. This project is
certified by the Forest Stewardship
Council and the Gold Standard
Foundation.
The replacement of traditional
wood-burning stoves with more
efficient models in Cambodia
(3) seeks to prevent deforestation.
This project has been certified by VCS
and Social Carbon.
In the United Kingdom (4)
and Germany (5), the Group
also supports projects to
rehabilitate abandoned mine sites
while capturing methane and using it
to supply gas systems that generate
heat and electricity.
A project in the Czech
Republic (6) aims to develop
systems for collecting gas
from landfills.
In Poland (7), waste ash
from coal-fired power plants
is recovered and used to make
road construction materials. The ash
replaces lime and cement, the
production of which generates large
volumes of greenhouse gases.
In Turkey (8) and India (9)
construction of 150 turbines
that generate approximately
530,000 MWh a year.
La Poste also contributes to the
Livelihoods investment fund, which
was founded by Danone in 2011
and has since gained the support of
several major companies. Livelihood’s
objective is to offset carbon emissions
to serve rural communities in
developing countries.
The fund supports and organises
projects worldwide that are beneficial
to disadvantaged populations and the
environment:
• In Indonesia (10) mangrove
restoration
• In India (9) a project to restore
the mangrove and fishing resources
and protect villages from rising water
levels, and another project to assist
farmers by developing agroforestry
• In Burkina Faso (11) and in Kenya
(1) distribution of fuel-efficient ovens
and forest protection
• In Senegal (12) mangrove
restoration
• In Guatemala (13) agroforestry
development and biodiversity
preservation.
Helping customers
consume more
responsibly
G4-PR3
To ensure that consumers are able to make informed
choices,Le Groupe La Poste makes a special effort to raise
their awareness of the environmental and social
consequences of their purchases.
POST OFFICES LEAD THE WAY IN
PROMOTING RESPONSIBLE PRODUCTS
AND SERVICES
For Sustainable Development Week (from 30 May to
5 June 2015), and in preparation for the COP21 conference
on climate change, a special Sustainable Development
issue of Focus magazine was published and distributed to
all post offices. The objective was to encourage post office
staff to act as ambassadors of La Poste’s broad range
of responsible mail and parcel, mobile telephone and
banking products and services. Emphasis was placed on
the development of these products and services over
the past ten years, the evolution of customer needs and
expectations and accessibility. A video on the ZeroInterest Rate Eco Loan was shown on all post office
screens and customers were able to learn more about the
environmental and social benefits of Le Groupe La Poste’s
products and services.
Increasing knowledge of environmental
impacts
To enable its business customers to reduce their carbon
footprints, the Services-Mail-Parcels business unit
provides an ecocalculator that was certified by Bureau
Veritas in 2011 and 2013.
Since November 2012, a consumer version of this tool
capable of calculating the carbon footprint of a letter
or parcel has been available on the Internet at
(objectifzeroco2.laposte.fr.). Customers may also obtain
this information from sales staff at La Poste.
On its website at www.colissimo.fr, the Services-MailParcels business unit has made available an interesting
and instructive tool that enables customers to compare
the purchase of a product over the Internet with the same
purchase in a physical store, in terms of GHG emissions,
local pollution, time spent and cost of travel.
See http://legroupe.laposte.fr/Decouverte/
La-neutralite-carbone-une-demarche-volontaire-duGroupe-La-Poste.
Since 2012, customers express their concern for the
environment by having their parcels and letters stamped,
free of charge, to show that they are carbon neutral.
Colissimo and SoColissimo brands include the words
“carbon neutral delivery”.
Investing more responsibly and
with solidarity
“Investir autrement”, La Banque Postale’s line of SRI
investment products, was designed for customers who
are particularly concerned about sustainable development
issues and want to give meaning to their investments.
One of the mutual funds available is “LBPAM Responsable
Actions Environnement”, a themed fund that invests in
European environmental companies that contribute to
sustainable development.
La Banque Postale also offers its customers a “Solidarity
Interests” service that enables them to donate all or part
of the interest they earn on savings deposits to one of the
La Banque Postale’s 11 partner organisations. La Banque
Postale adds 10% to their donation. This banking service
was certified by Finansol in 2015.La Banque Postale was
the first financial institution to receive this certification for
a service.
Fédéris Gestion d’Actifs, which became a subsidiary of
LBPAM in 2015, ensures that all portfolios of directly held
shares (except for index funds) and all portfolios of directly
held credit securities comply with environmental, social
and governance (ESG) criteria.
To the best of La Poste’s knowledge, there were no
incidents of non-compliance with regulations and
voluntary codes concerning product and service
information and labelling.
G4-PR4
67
68
5.
Making products and
services accessible
to all
G4-SO2
Pursuant to the law that governs French postal activities,
Le Groupe La Poste has been entrusted with a public
service mission to ensure the accessibility of banking
services. In addition to this legal requirement, Le Groupe
La Poste is committed to making its services more easily
accessible to customers who are disabled, poor,
immigrants or who have difficulty reading or writing, by
providing them with information that is readily accessible
and easy to understand, and when necessary personalised
service.
In partnership with FNATH (the National Federation of
Occupational Accident Victims and the Disabled) Le
Groupe La Poste has issued a new digital guidebook to
Ad’Ap accessibility compliance programmes and has
posted the rules that apply to PAP in France on the
Internet at http://www.guide-de-l-accessibilite.org.
Through this guidebook,the Group shares its expertise
with other operators of PAP and with the members of
departmental Accessibility Commissions
Accessibility for everyone
Le Groupe La Poste ensures that its products and services
are easily accessible to everyone, regardless of the means
of access used, including all facilities open to the public,
cash and stamp machines, by telephone or over the
Internet.
Post offices and other premises accessible to the public
Under the Act of 2005 to accommodate the needs of the
disabled, and the supplementary regulations of
October 2014, all premises accessible to the public (PAP)
and all of the services provided at these buildings must be
made accessible to the disabled and be adapted to
accommodate the needs of the elderly.
Despite the large number of its facilities open to the public,
Le Groupe La Poste has been exemplary in its observance
of these regulations, in compliance with the needs
expressed by its customers, NGOs and local authorities.
In 2014, the survey conducted by the French paralytics
association APF) showed that the Group’s efforts and
accomplishments were very positively perceived. Its rating
rose from 6.21 to 7.59 on a scale of 10 and its post offices
were considered to be “the most accessible public
facilities”, along with shopping centres.
By the end of 2015, approximately 4, 000 of the Group’s
11,300 PAP (35%) were declared to be “accessible” as
defined under the 2014 regulations. La Poste agreed to
ensure the accessibility of the remaining post offices
pursuant to an Ad’Ap accessibility compliance programme
that was filed with local prefectures. In December 2015,
the extent and exemplarity of this commitment and effort
were recognised by Mrs Prost Coletta, the Ministerial
Delegate for Accessibility, who emphasised the extent of
this accomplishment considering that Le Groupe La Poste
operates the largest number of PAP in France.
An adapted service is available for deaf customers and those
with impaired hearing.
Cash machines
By the end of 2015, at 89%of all French post offices where
an external cash machine was installed, that machine was
either directly accessible to persons with reduced mobility
(PRM) or there was another cash machine accessible
to PRM inside the post office. At La Banque Postale,
the number of cash machines and self-service terminals
accessible to the blind and partially sighted has also been
steadily increasing and by the end of 2015 had reached
5,680 (74%). All cash machines installed inside post offices
are accessible to both PRM and customers with sensory
deficiencies.
All automatic postage machines are now accessible to the
visually impaired (including 2,314 for the blind) and an
accessibility service is available for the deaf and hearing
impaired.
Digital services and the internet
The www.laposte.fr website meets current standards of
accessibility for the visually impaired. For people with
impaired hearing, Internet access is available via webcam
with hearing-impaired postal employees providing
assistance in French sign language.
Information materials
To improve the accessibility of its postal, banking and
telephone services, the Group has supplemented its
collection of online documents intended for vulnerable
populations with an online brochure for the intellectually
impaired.
The Group’s “Responsible Communication” initiative (see
page 56) includes a document accessibility guidebook for
communication staff. This guidebook provides guidelines
for making internal and external communication materials
(whether in paper, digital or audiovisual form) and events
accessible to everyone.
Facilitating the relationship between la poste and
consumers
Le Groupe La Poste has a multi-channel Consumers
Service system that consists of:
• a telephone helpline that can be reached with a single
short number (3631) at the standard call rate
• a Consumers’ Space on the home page of the Group’s
website at www.laposte.fr
• a single postal address:
Service Consommateurs – 99999 La Poste.
Each month, an average of over 900,000 calls are made to
the 3631 number, almost 149,000 unique visitors consult
the online Customer Service area, and over 19,000 paper
complaint forms are posted to the Consumer Service
department.
Since July 2012, the Group’s Community Manager on
social media has been assisted by a team of Consumer
Service call agents who respond to customer service
requests and complaints submitted on the Group’s
Facebook page and Twitter account at @lisalaposte.
In 2015 La Banque Postale began work to make its
3639 consumer helpline accessible to people with hearing
impairments by early 2016.This service will be similar to
that which the 3631 helpline has been providing since 2013
and will be accessible via the labanquepostale.fr website.
Chatting or video-conferencing will be provided by
La Banque Postale’s employees competent in sign
language.
THE 3631 HELPLINE IS AWARDED THE
SOCIAL RESPONSIBILITY LABEL IN 2015
Created under the aegis of the French Ministry of
Employment and in collaboration with the AFRC (the
French Customer Relationship Association), contact
centre trade associations and trade unions, the Social
Responsibility Seal of Quality is granted to companies
that have demonstrated their commitment to social
responsibility through their CSR governance practices,
working conditions, new employee recruitment and
training, industrial relations, social commitments,
business practices and respect for the environment.
It is valid for three years.
This achievement, which would not have been possible
without the ideas and contributions of all La Poste
employees, attests to the 3631 helpline’s high quality
of service in most areas.
This comes on top of La Poste Retail Network’s NF 345
certification for the fourth straight year.
Ensuring the accessibility of financial
products and services and preventing
banking exclusion
La Banque Postale is the only bank to have been entrusted
with the mission of ensuring banking accessibility under
the Economic Modernisation act of 2008. This applies
to banking and financial services and to insurance, which
by compensating for loss plays an essential role in the
lives of the bank’s customers and in particular, those who
are most vulnerable.
Pursuant to the act of 9 February 2010, La Banque Postale
has also been entrusted with the tasks of preventing overindebtedness and promoting microcredit. In addition to its
banking accessibility mission, La Banque Postale exercises
a key role in combating banking exclusion through its dayto-day efforts to promote access to a large number of quality
banking services and assist clients in financial distress.
Facilitating access to financial products and services
La Banque Postale’s mission to ensure the accessibility
of banking services includes commitments to:
• open a Livret A account “for anyone who requests one”
with a minimum deposit of only €1.50 (compared to €10
in other banks) in post offices that are organised for this
• accept the domiciliation of wire transfers and direct
debits for certain transactions (welfare payments,
gas and power bills, etc.)
• issue unlimited amounts of cheques free of charge
• make wire transfers into the current accounts of
customers with Livret A passbooks free of charge,
regardless of where the current account is held
• make available a withdrawal card that can be used in
La Banque Postal cash machines (the “Saving Card”).
69
70
5.
La Banque Postale is the only French bank to accept the
payment of invoices in cash at post office counters. It is
also the only one to propose an international money order
service that enables foreigners who do not have bank
accounts in France to receive money from and remit
money to their home country.
La Banque Postale has made it a policy to charge
reasonable fees for its services that cover the costs
inherent in sustaining high-quality service and in meeting
the basic needs of its customers reliably, while ensuring
the bank a sufficient profit margin to finance its
development. This has made La Banque Postale one of the
least expensive major retail banks and that with the lowest
minimum requirements for its services.
17.5
54%
Of the almost
million Livret A passbook accounts held by
individuals in France at the end of 2015.
held less than 150 euros.
Furthermore, La Banque Postale has always made
a special effort to ensure that people in financial distress
– i.e. are not allowed to have a current account, have had
their bank card withdrawn due to misuse, are overindebted or who have missed payments repeatedly over
a three-month period – have access to a banking account
and basic banking services. Since these customers cannot
write cheques, La Banque Postale provides them with
alternative means of payment.
(1) The Association for Economic Initiative.
La Banque Postale also enables customers of modest
financial means to obtain credit more easily, while closely
monitoring their solvency.
%
20.3
of home loan borrowers earned less than twice
the monthly minimum wage.
Promoting microcredit
Since February 2014, people whose lack of financial
resources excludes them from the banking system are
able to apply for an assisted micro-loan with a La Banque
Postale partner. Since 2007, La Banque Postale has been
maintaining partnerships with 132 organisations – such as
Secours catholique, UDAF (the Union of Departmental
of Family Associations), the French Red Cross and
Les Restaurants du Cœur – whose role is to detect people
who need microcredit and to assist them with their project.
With the signing of 32 new agreements in 2015, La Banque
Postale’s microcredit offer now covers 75 French
départements vs. 68 in 2014.
La Banque Postale has granted a total of 8,022 personal
micro-loans since 2007. This represents total lending
of €19 million and a market share of 9.6%. As in 2014,
the bank was France’s fifth largest provider of personal
microcredit.
In 2015, La Banque Postale worked with 52 NGOs to
develop “fuel poverty” loans, which are personal microloans that serve to pay for home improvement work
that reduces fuel poverty, and loans to adapt homes
to accommodate the needs of the elderly and disabled,
or to comply with sanitary standards.
Since 2012, La Banque Postale has been offering
microcredit loans to professionals in collaboration with
Adie(1), an NGO that assists micro-entrepreneurs.
Adie helps La Banque Postale advisors serve this clientele
more effectively. The objective is to help people who are
excluded from the labour market and who cannot obtain a
traditional bank loan set up their own business by granting
them a small short-term loan.
Preventing over-indebtedness
At La Banque Postale, being a responsible lender means
helping customers avoid over-indebtedness. Risk is
carefully managed and the customer’s financial situation
is regularly monitored. In the case of a home loan,
a specialised customer advisor will conduct a personalised
study of the customer’s project and assess it from an
overall perspective. La Banque Postale has one of the
lowest percentages of non-performing home loans in the
market (0.71% at 31 December 2015 vs. a market average
of 1.73% at the end of 2014) despite having over €50 billion
of loans outstanding. Consumer loans are also subject to
strict approval criteria. To ensure that customers do not
become over-indebted, La Banque Postale has designed
and developed a special procedure that is observed when
a loan is granted and until it is repaid.
Helping the most vulnerable clients
Since Le Groupe La Poste wants its offerings to be
accessible to everyone, it works with many NGOs to help
the most vulnerable populations use its products and
services.
Making La Poste services easier to access and use
To better serve its most vulnerable customers, the Group
works with four national partners – the Red Cross, FNARS
(The National Federation of Social Aid and Reintegration
associations), Unis-Cité and FACE (the Foundation Against
Exclusion) – and various local NGOs. Among other things,
these partnerships serve to ensure that the most
disadvantaged customers know how to use La Poste’s
services, cash machines and other automatic dispensers.
Under the 2014-2016 “Postal Presence” contract, La Poste,
the French government and the Association
of French Mayors made a commitment to make La Poste’s
services more accessible to disadvantaged customers in
65 départements.
La Banque Postale also supports l’Action Tank Entreprise
et Pauvreté, an NGO that supports the development of
experimental business projects that seek to reduce poverty
and social exclusion in France. In 2015, La Banque Postale
also participated in the creation of a “fixed-priced mobility”
offer and worked with l’Action Tank Entreprise et Pauvreté
to develop a multi-risk home insurance offering
specifically for vulnerable customers.
Improving assistance to migrant populations
The Act of 29 July 2015 has substantially changed the
procedure for dealing with asylum seekers in France.
As a result, the role of OFII (the French Immigration
and Integration Bureau) has been considerably
strengthened and it now actively directs asylum seekers
to a site where they will be housed, can take more
decisions, coordinates actions and centralises data.
Since 1 November 2015, it is also responsible for paying
the allowance to which asylum seekers are entitled.
Partners since 2010, the Group and OFII have intensified
their co-operation to ensure that the new measures will be
applied as effectively as possible and handle the reception
and processing of migrants resulting from the
unprecedented influx of refugees.
LA POSTE OBTAINS THE “RESPONSIBLE
COMPANY” LABEL OF QUALITY
In December 2015, Club Génération Responsable honoured
La Poste Retail Network by awarding it its Level-2
“Responsible Company” label. This award was based on
an assessment of La Poste Retail Network’s performance
in five areas of corporate social responsibility by SGS,
an independent certification body. Some of its
accomplishments that were considered to be exemplary
were its work with social mediators, community
interpreters and facilitators in post offices, solidarity
initiatives to promote social inclusion and access to
banking services, training, employment and
entrepreneurship.
Partnerships aim to ensure that the most disadvantaged
customers know how to use La Poste’s services, cash machines
and other automatic dispensers.
71
72
5.
Customers in financial distress
La Banque Postale is actively engaged in assisting people
in financial distress. For this purpose, in 2013 it created
l’Appui, a new type of helpline service, in collaboration with
NGOs that work to prevent social exclusion, such as
UNCCAS (the National Union of Community Social Action
Centres) and Cresus, which assists over-indebted
households.
L’Appui provides banking and budget advice and guidance
to customers who call in using a special standard-rate
telephone number. This service has two objectives: to
assist La Banque Postale customers who find themselves
in financial difficulty on an occasional or recurring basis,
and help them avoid financial distress in the first place.
L’Appui customer service staff examine the customer’s
budget, assess the customer’s eligibility for certain types
of aid and detect excessively high debt levels and overindebtedness. They may then advise the customer to seek
assistance from:
• La Banque Postale’s partners, NGOs and social
organisations, to obtain financial assistance or rate
reductions
• credit institutions that specialise in restructuring or
repurchasing the loans of heavily indebted customers
• Cresus, if the customer is over-indebted.
16,200
customers had benefited from l’Appui’s services.
L’Appui supports vulnerable customers as part of efforts
to combat banking exclusion.
Increasing customer
satisfaction
La Poste’s spirit of service
When it comes to customer service, the only acceptable
standard is excellence.
At La Poste, the term “spirit of service” refers to the
values, attitudes and behaviours that are necessary to
forge strong and sustainable customer relationships
that are underpinned by trust and the commitment,
professionalism and cooperation of all employees.
It is based on:
• three key attitudes: friendliness, attentiveness and
efficiency
• the idea that employee empowerment and satisfaction
are critical to good service.
Among other things, in 2015 this commitment to customer
service has meant considerable work to optimise
customer service processes and improve the customer
experience in each business unit. For some processes,
such as La Banque Postale consumer and home loans,
the initial mapping phase has been completed. La Banque
Postale has prepared a guidebook to optimising the
scheduling of meetings with customers and to responding
more effectively to customers on the 3631 helpline,
with links to the website to enhance the overall customer
experience. This comprehensive service-oriented
approach is supported with major training initiatives.
For example, in 2014 and 2015, La Banque Postale gave
training in the three key customer service attitudes to
almost 8,000 employees in its financial centres.
Building on the initiatives undertaken since 2009, La Poste
has been collaborating with French standardisation
organisation Afnor to have its customer service system
certified on the basis of specific service standards and
commitments that are critical to the overall experience of
post office customers. A total of 1,664 post offices had
achieved Service Commitment certification by the end
of 2015.
In 2015, La Poste also set up “The Customer’s Voice”,
a tool for collecting and aggregating all customer
complaints and requests for information concerning
mail and parcel, whether received over the Internet,
by telephone, by post or in a post office. Each day, these
requests and complaints are consolidated and forwarded
the next day to mail distribution managers. This enables
the relevant staff to obtain almost real-time information on
customer satisfaction and any problems encountered and
quickly take the necessary corrective action.
The Group’s Consumer Services department has received
NF Service “Customer Relationship Centre” certification
for its mail, parcel and network platforms.
In 2014, Docapost’s CSR Label of Quality in the Outsourced
Customer Relationship Centre category was renewed for
another three years.
LE GROUPE LA POSTE FOUNDS FRANCE
SPIRIT OF SERVICE
In 2015, Le Groupe La Poste
spearheaded the creation of
France Spirit of Service, in
collaboration with 14 major French companies.
By the end of the year, almost 50 service companies
and public institutions had become founding members.
The association’s goal is to promote the Esprit de
Service© management model developed jointly by its
members and which is intended to make France a leader
in service excellence and enable French companies to
make customer hospitality and the customer relationship
signature key components of their business performance
and competitiveness. To achieve this, France Spirit of
Service does more than just encourage the exchange
of experience and ideas. It also and above all develops
concrete actions that mobilise entire organisations and
ensures that best practices are identified and promoted.
Measuring customer satisfaction
This commitment to service has produced concrete and
impressive results.
For example:
• In 2015, the average customer waiting time for leaving
and picking up mail and parcels at the 1, 000 largest post
offices was 3.44 minutes
• 96.8% of mail that could not be delivered due to a
disruption in mail service, was delivered the next day. If
not, the sender was entitled to automatic reimbursement
• 92.9% of complaints were acknowledged within 24 hours
and 91.8% received a response by the announced deadline.
The satisfaction rating for all La Poste Retail Network
customers, as measured by BVA,was stable in 2015 at 90%
(vs. 91% in 2014).This follows seven years of steady
progress since 2007, when 82% said they were satisfied
with their post office.
When customers are asked what they think just after
having been served at an outlet, 96% say they are satisfied
with their post office, with 51% saying they are “very
satisfied”, which is 7% more than the previous year.
91%
89%
2013(1)
2014
90%
2015
(1) Source: 2015 BVA survey.
THE OVERALL SATISFACTION RATING OF FRENCH
LA POSTE CUSTOMERS
G4-PR5
Providing customers with a steadily growing range of services.
73
74
5.
Consumer protection
G4-PR8
Protecting privacy
La Poste has always been concerned with protecting the
privacy of consumers. When hired, each employee makes
the following sworn statement:
“I hereby swear that I will scrupulously respect the integrity
of all customer items and the sanctity and secrecy of
correspondence and information relating to other people’s
private lives of which I may gain knowledge in the course of
my work. I also swear to maintain professional secrecy and
the confidentiality of data that is accessible to me in my work
environment”.
Protecting data and preserving confidentiality
Since 2007, Le Groupe La Poste has a Corporate Data
Protection Officer (DPO) who works in liaison with CNIL,
France’s data privacy watchdog, and in complete
independence from the rest of the company. Each of the
Group’s business units and subsidiaries also has its own
DPO. Furthermore, the Group’s new digital strategy
included the appointment of a Chief Data Officer,
in June 2015, one of whose main tasks is to work with the
DPO to implement a personal data protection policy. Policy
measures cover such considerations as the design of data
processing software, the management of user access
rights, the dissemination of best practices and the security
compliance of applications.
In this same spirit, Docapost and other Group’s
subsidiaries have obtained ISO 27001 data security
certification.
In 2014, Le Groupe La Poste was the first company to have
its data processing auditing procedures certified by CNIL,
which also certified three training programmes that year.
A bancassurance training programme was certified by
CNIL in 2015.
Le Groupe La Poste is closely monitoring the proposed
European regulation on data protection and is preparing
for its possible application in 2018, if the regulation is
passed in 2016.For this purpose, two workshops for
business unit and subsidiary managers were organised in
2015 to raise their awareness of the potential new
regulatory obligations and determine all measures that
may be necessary to ensure compliance.
Given the increasing strategic importance of data
management and protection and the increasingly stringent
regulatory requirements, as a trusted third party in
transactions between consumers, businesses and
government agencies, Le Groupe La Poste has made
some strong commitments. These commitments are set
forth in the Group’s Data Charter, which was completed in
2015 and made public in April 2016 (see box below).
LE GROUPE LA POSTE’S DATA CHARTER
Everything La Poste does is increasingly dependent on
data, the nature and characteristics of which are highly
diverse – management data, industrial data, data
entrusted by individual and business customers, partner
data, identification data, online transaction data, counter
transaction data, in post offices, recorded by machines, on
websites and mobile applications, and in the not-sodistant future, on connected objects.
Le Groupe La Poste wants to set the standard in digital
ethics. The Data Charter, has six main objectives:
– to provide even more services to customers
– to enable people to control their private data
– to protect data and indicate how it is used
– to ensure trustful relationships with customers,
suppliers and other partners
– to support open data and open innovation for the
common good
– to do what is necessary to achieve its objectives, in
terms of leadership, governance, change management
and continuous improvement.
Responsible and transparent business practices
Advice that is reliable and aligned with customer needs
is the foundation of a strong business relationship.
To strengthen consumer protection, in 2015, La Poste
issued a new procedure for all sales personnel in direct
contact with customers. This procedure stresses the
importance of the customer relationship, risk
management, compliance and team work. For all staff in
direct contact with customers, La Banque Postale has
developed a comprehensive customer advisory system
that includes a Business Ethics Handbook that stresses
the importance of responsible sales practices and a
Semantic Guide that provides guidelines for presenting
services to customers with clear, simple and transparent
language. This system is an accurate reflection of the
bank’s basic principles and values. In 2015, La Banque
Postale set up a procedure to ensure that customer
advisors thoroughly examine the customer’s financial
situation and fully address his or her current and future
needs. This procedure, which is based on the Seven
Advice that is reliable and aligned with customer needs is the
foundation of a strong business relationship.
Winners Method, has since earned the recognition of CSR
rating agencies. Steps are also taken to protect customers
from over-indebtedness (see page 71). Lastly, the quality of
advice and the development of a lasting relationship are
underpinned by a sales management system that provides
thorough training and guidance to banking and insurance
customer advisors and individual and group remuneration
incentives that are based on both quantitative and
qualitative criteria, in accordance with the customer’s
interest.
Protecting safety and health
La Poste’s products, such as pre-paid envelopes
and stamps, do not use hazardous substances and cash
machine receipts contain no bisphenol A.
La Poste has prepared safety plans, provided safety
training for its managers and can rely on the support of
its Safety department to ensure the safety of its customers
not only in post offices buy wherever they may be served by
La Poste employees.
75
DEVELOPING PROFESSIONAL
SKILLS WITH THE LABOURMANAGEMENT AGREEMENT
(“LE PACTE SOCIAL”)
P.78 Human resources
80The Labour-Management Agreement (“le pacte social”)
81A responsible employment policy
82Change management
83Health, safety and quality of life in the workplace
85Career development, training and promotion
88Diversity and equal opportunity
91General compensation policy
93Employee rights, representation and benefits
Le Groupe La Poste’s choice to promote sustainable development, which
combines improved performance with a responsible attitude toward
employment, society and the environment, is underpinned by a strong
employment model that includes attractive jobs, equal opportunity, diversity
and support in achieving professional objectives.
To ensure responsible growth in a rapidly changing environment and enable
each employee to engage in and benefit more fully in La Poste’s transformation,
the “La Poste 2020: Conquering the Future” strategic plan presented in 2014
includes a Labour-Management Agreement, with strong commitments in four
key areas:
– training
– career development
– health and quality of life in the workplace
– management training and development of HR activities and skills.
The negotiations undertaken between management and the social partners
in May 2014 resulted in the signing of three majority agreements on 5 February
2015 that confirm the common desire to support the Group’s transformation
for the benefit of all employees.
Progress toward key objectives:
Goal
2020 targets
Exemplary
leadership in
occupational health,
safety and quality
of life at work
Steady decline in the number and
severity of work-related accidents
After declining steadily over the past
three years, the work accident severity
rate rose slightly in 2015, by 0.07 of
a percentage point
Exemplary
leadership in career
development
80% of La Poste employees receive
training annually and 100% over
2 years
In 2015, 81% of employees received
training and 9 out of 10 postal employees
received training over two years
100 hours of training per postal
worker over a five-year period,
starting in 2015
The performance indicator is being
prepared and data is not yet available
10,000 qualifying training paths
by 2020
6,600 employees started a qualifying
training path in 2015
Target not achieved
Target surpassed
Progress in line with target
77
78
DEVELOPING PROFESSIONAL SKILLS
WITH THE LABOUR-MANAGEMENT AGREEMENT (“LE PACTE SOCIAL”)
6.
1.4%
Group corporate
structures
2.1%
Digital Services
11%
GeoPost
56.2%
ServicesMailParcels
7.4%
La Banque
Postale
Total:
253,158
employees
21.9%
La Poste
Retail Network
“The world is changing, technologies
are changing, and our services and
skills must keep pace. This is why,
in order to ensure the success of the
profound transformation we have
undertaken, we must all take advantage
of the training and career development
opportunities available to expand our
horizons and realise our potential. This
is the motivation behind our LabourManagement Agreement and our
A Future for Every Employee Agreement.”
Sylvie François
Group Executive Vice-President
and Director of Human
Resources and Labour
Relations
THE GROUP’S WORKFORCE
BY BUSINESS UNIT
In average full-time equivalents
Human resources
G4-10
Unless otherwise indicated, the employment indicators shown below represent 86.6% of Le Groupe
La Poste’s full-time equivalent workforce.
Le Groupe La Poste’s total average workforce in 2015 was 253,158 full-time equivalents. This is 1.84% less than in 2014.
La Poste workforce
2013
2014
2015
238,699
231,347
224,045
2014
2015
231,347
224,045
3,942
4,059
Sofipost
18,395
18,826
GeoPost
5,531
5,875
644
624
40
35
259,899
253,464
Number of employees at 31 December 2015
La Poste SA (parent company)
La Banque Postale
Poste Immo
Other
Total
Workforce by type of employment contract and gender for La Poste and subsidiaries
Indicators
La Poste
La Poste, La Banque Postale,
Mediapost, DPD France and Chronopost
2013
2014
2015
2015
238,699
231,347
224,045
243,410
Of which those with
temporary contracts
16,912
15,320
14,973
15,699
Women
51.5%
51.8%
52.0%
50.8%
Men
48.5%
48.2%
48.0%
49.2%
Number of employees at
31 December 2015
The change in the number of La Poste employees
reflects the net balance of natural departures (mainly
due to retirement) and new hires (Le Groupe La Poste
hired 10,531 new employees in 2015, including 8,056 under
permanent contracts in France).
Work organisation
At La Poste, La Banque Postale, DPD France,
Chronopost SA and Mediapost (which accounts for 86.6%
of the Group’s employees and 74% of consolidated
revenue) day-shift and night-shift employees work an
average of 35 hours and 32 hours a week respectively.
Indicators
La Poste
La Poste, La Banque
Postale, DPD France,
Chronopost and Mediapost
2013
2014
2015
2015
Percentage of part-time employees at
31 December (excluding temporary
contracts)
10.69%
10.43%
9.94%
13.20%
Percentage of night-shift employees at
31 December (excluding temporary
contracts)
2.63%
2.27%
2.03%
2.66%
Number of calendar days of sick leave
4,999,784
5,067,136
5,130,770
5,390,003
Number of overtime hours
2,506,114
2,735,267
2,476,475
2,831,091
65,697
47,314 46,980
45,442
15,648
12,109
4,194
24 years
and less
24-29
years
30-39
years
40-49
years
50-54
years
55-59 60 years
years and more
WORKFORCE BREAKDOWN BY AGE FOR THE GROUP
IN FRANCE
Number of employees at 31 December – Civil servants
and private-sector employees under permanent contracts.
100%
of the Group’s employees in France are civil
servants or are employed under a collective
bargaining agreement. Annual wage
negotiations are mandatory.
G4-11
79
80
6.
The Labour-Management Agreement
(“le pacte social”)
The Labour-Management Agreement has four main
components:
• training, to adapt to changes in service requirements and
to the professional objectives of employees
• career development, to inform employees about their
future career prospects, encourage mobility and support
redeployment efforts more effectively
• occupational health, safety and quality of life, to ensure
a safer environment and address age-related issues more
effectively
• management training and development of HR activities
and skills.
KEY FEATURES OF THE “A FUTURE FOR
EVERY EMPLOYEE” AGREEMENT:
period, and 50,000 qualifying training paths that lead to a
professional certification proposed over these five years
– Improvement in working conditions by reducing
exposure to physical hardship, for example by granting
three to five additional days off a year to employees age
55 and older who are exposed to physically demanding
tasks
– Providing more training and support for managers and
more work-hour flexibility for senior executives with
operational management responsibilities, and the
creation of an “HR School” to develop HR skills.
The initial phase of the Labour-Management Agreement,
the Agreement on Quality of Life at Work, was concluded
in early 2013 (see pages 62 and 63 of the 2013 the Group’s
CSR report for more information).
– The creation of a Workforce and Skills Management
System that includes a Job Observatory composed of
union and La Poste representatives. Its role will be to
keep employees informed of future jobs and skills
requirements
– Supporting career development by developing new
career paths within and between business units,
and facilitating geographic and job mobility between
subsidiaries, for example, by maintaining seniority
and ensuring no loss of salary
– The commitment to train 80% of employees annually
and 100% over two years, with each employee receiving
an average of 100 hours of training over a five-year
A history of progress
2013
2014
2014
February 2015
May 2015
July 2015
The Agreement
on Quality of Life
at Work is signed.
The Group’s new
strategic plan,
“La Poste 2020:
Conquering
the Future”,
is launched.
The Generation
Contract is
signed
(22 January).
La Poste
signs three
agreements with
the majority of
trade unions
to permit postal
workers to
become both
actors and
beneficiaries
of La Poste’s
transformation.
Signing of the
6th agreement
to promote the
employment
of the disabled
at La Poste.
Signing of the
6th agreement on
gender equality
at La Poste.
A responsible
employment policy
Le Groupe La Poste’s employment
policy
Despite a difficult economic and business environment,
marked by a decrease in the volume of mail handled and
in the number of customers served in post offices,
La Poste, one of France’s leading employers, continues
to observe a responsible employment policy that is
underpinned by two basic principles:
• Employment under permanent contracts, which
accounted for 94.8% of the workforce in 2015. Over the
three years from 2013 to 2015, 3,658 people who had
previously been employed under temporary contracts
were hired under a permanent contract, which exceeds
the commitment to hire 3,000 over this period.
• Equal opportunity in the workplace.
For example, of the new employees hired under
a permanent contract in 2015:
women accounted for 45.3%
people age 45 and older accounted for 7.6%.
1,390
Giving young people a chance
La Poste is strongly committed to youth employment.
Since 2008, La Poste has worked actively to hire young
people from disadvantaged neighbourhoods through such
initiatives as the National Commitment to Employ
Disadvantaged Youth (2008), the Corporations and
Neighbourhoods Charter (2013-2014), and a two-year
partnership agreement signed on 14 April 2015 with the
Ministry for Urban Affairs.
Pursuant to the agreement signed with the French
government, 1,000 young people with few or no skills were
able to receive on-the-job training and gain valuable work
experience and qualifications in 2013 and 2014. La Poste
has committed to hiring them under a permanent contract
once they meet the criteria for the job for which they were
trained while working under a temporary contract.
La Poste is also engaged in developing work-study
programmes in partnership with educational institutions
and sponsors several university chairs.
For more information on Le Groupe La Poste’s youth
employment policy, see “The challenge of managing an
ageing and intergenerational workforce” on page 91.
1,379
889
2013
2014
2015
NUMBER OF PEOPLE HIRED PERMANENTLY
WHO HAD PREVIOUSLY BEEN EMPLOYED UNDER
A TEMPORARY CONTRACT – LA POSTE
3.25%
3.11%
2.99%
2013
2014
2015
LA POSTE EMPLOYEE TURNOVER RATE
The turnover rate is low and has been decreasing
steadily over the past few years.
Since 2008, La Poste has worked actively to hire young people
from disadvantaged neighbourhoods.
Work-study programmes
For many years, La Poste has been making a firm
commitment to training and hiring young people under
work-study programmes (apprenticeship and work-andtraining contracts that enable young people to earn
professional credentials that range from a CAP vocational
certificate to a master’s degree). The professional
qualifications and work experience that young people gain
through such programmes contribute substantially to their
employability.
81
82
6.
Despite a sluggish economic environment, the
commitment to recruit at least 12,000 people under workstudy programmes over the three years from 2013 to 2015
was exceeded, with 5,106, 4,201 and 4,481 young people
employed respectively under an apprenticeship or a workand-training contract.
La Poste’s objective for 2016 is to maintain as many workstudies opportunities as over the past three years.
4,481
young people were employed under an apprenticeship
or a work-and-training contract in 2015.
Change management
Le Groupe La Poste is undergoing a vast transformation
to build tomorrow’s La Poste with today’s postal workers.
In 2013, La Poste implemented a negotiated procedure for
change management that is observed throughout the
company.
Under this procedure, all projects that involve
organisational change must include certain steps and
analyses and promote employer-employee dialogue,
attentiveness to employee needs and assistance.
To encourage the adoption of this procedure by
management and ensure its observance throughout the
company, all managers and local HR staff received special
training in 2013 and 2014.
To further insure compliance with these rules, La Poste
has set up an employee alert system that enables unions
to inform the local manager, and if necessary the Group’s
HR Director, of any observed failure to comply with
employer-employee dialogue and change-management
obligations or with the agreements signed with trade
unions.
This change-management procedure, which was observed
throughout 2015, ensures that employees understand why
a given project is necessary, that they are able to express
their opinions, that unions and employees are kept
informed of progress, and that individual employees can
voice their concerns about working conditions and their
work/life balance. By also involving medical staff and
company social workers, the change-management
procedure makes it possible to observe how projects
affect employees and respond accordingly.
The HR role of line managers
Special mandatory training on the role of line managers
within the HR process was set up for new managers in 2013,
to enable them to:
• understand the role they play in providing support and
guidance to staff, particularly in the area of career
development
• guide his or her work group through the change process
• understand how to develop an environment that is
conducive to the quality of life at work for individuals and
work groups.
This training, which is provided over two days, is mandatory
before a manager is hired or starts work. In addition to this,
La Poste now also provides a mentor to assist each new
manager during his or her first few months on the job.
3,380
managers received training in their HR responsibilities
in 2015.
Local HR managers
Approximately 1,100 local HR managers have been trained
and deployed in each region and La Poste business unit.
Several of the Group subsidiaries have also adopted this
approach.
The local HR managers meet with each line manager at
least twice a year and with each employee at least every
two years. Their role consists mainly in:
• assisting line managers in labour-management
negotiations and discussions and in managing change at
the local level
• ensuring that individual employees have the guidance
and support they need, by seeing to it that “generalist”
HR staff are available to provide an initial level of advice in
all work-related areas, while ensuring confidentiality and
freedom of expression.
The “A Future for Every Employee” agreement of
5 February 2015 resulted in the creation that year of an
“HR school” for all HR staff for the duration of the strategic
plan. The school’s mission is to promote HR practices,
tools and skills that will be beneficial for all managers
and employees, develop a common HR culture and adapt
to the changing role and activities of the HR department.
To strengthen HR skills and meet the challenges of
internal employee mobility, a qualifying training path was
set up for 210 career advisors in June 2015.
A training programme for safety staff was also developed
in 2015 for deployment in 2016.
HR TRAINING IN PREPARING THE
MANAGERIAL DEVELOPMENT PLAN
Fifty-seven HR professionals who deal exclusively with
line managers were provided with four days of training
in 2015 to acquire skills they will need to help managers
prepare their Managerial Development Plan.
Health, safety and
quality of life in the
workplace
Occupational health and safety at La Poste and its French
subsidiaries is governed by French employment law and
is the subject of periodic negotiation.
Efforts to improve the quality of life at work (QLW) are
based on the fact that the way a company is organised,
how it operates, its management and such things as
recognition of individual contributions, confidence and
empowerment have a significant impact on the well-being
of its employees. QLW is therefore a key concern at
La Poste and has been the subject of the following
two agreements with trade unions:
• the Quality of Life at Work Agreement which was signed
in January 2013 for a three-year period and applies to all
La Poste employees, regardless of their employment
status
• the five-year “A Future for Every Employee” Agreement,
which also applies to all La Poste’s employees.
In every project, in every organisation, QLW issues are
addressed to ensure:
• the quality of work (including work organisation, content,
meaning and conditions)
• the quality of work relationships within work groups and
management
• the quality of individual assistance with career
development, change management and actions to improve
the work-life balance.
La Poste’s national Occupational Safety and Heath
Committees met regularly throughout 2015 to deal with
these issues.
Actions to improve the quality
of life at work
The QLW and “A Future for Every Employee” agreements
have, among other things, enabled the following:
• a considerable increase in training opportunities since
2013
• the development of teleworking – by the end of 2015,
over 1,400 employees were able to work from home
• the creation of a network of 1,100 local HR managers
• a part-time work arrangement for older employees
• additional rest days for older employees whose work
entails substantial hardship.
In addition to these measures, interviews were conducted
with line and functional managers to determine their
specific needs and priorities. Furthermore, forums for
the discussion of work/life balance, relationships in the
workplace and other work-related issues were set up in
2015 and are being conducted on a trial basis. If they are
deemed successful, they may be extended throughout
France.
1,400
Over
employees telework.
In 2016, La Poste will take concrete step to ensure the
employee’s “right to disconnect”, as provided for in the
industrial relations agreement of July 2015, and thus enable
a better work-life balance.
83
84
6.
Efforts to reduce occupational hazards
and accidents
11,475
8,675
9,440
Preventing accidents and musculoskeletal disorders
(MSD)
La Poste’s efforts to prevent work-related accidents and
MSD include:
• The ongoing deployment of new and safer work
equipment, such as the gradual replacement of twowheeled motorbikes with new and safer three-wheeled
Stabys®, mandatory helmet use, the deployment of
materials handling equipment in logistics hubs and other
equipment for use in post offices
• Training: in preventing and reducing work-related
hazards (for all safety staff), in assessing physical
workloads (for risk-preventers and occupational health
and safety department staff), and in various topics,
such as materials handling safety, ergonomic movements
and postures, and responding to insults and aggressive
behaviour (for managers)
• Ongoing driver training and qualification for all
employees whose work involves driving.
53,749
41,239
2013
2014
46,809
2015
NUMBER OF LA POSTE EMPLOYEES TRAINED
IN ROAD SAFETY AND MATERIALS HANDLING
2013
2014
2015
NUMBER OF EMPLOYEES TRAINED IN PREVENTING
AND HANDLING AGGRESSIVE BEHAVIOUR
Helping suppliers and contractors prevent occupational
hazards
See “Responsible purchasing and sustainable supplier
relations” on page 119.
Medical care
Medical staff was increased in 2015, to ensure that each
employee will be able to receive a check-up every two years.
At the end of 2015, La Poste had 147 occupational
physicians, 143 occupational health nurses and
112 administrative medical staff.
%
88.5
of employees had received a medical check-up within
the past two years, at the end of 2015.
Work-related accidents – La Poste
Preventing psychosocial risks
Some of La Poste’s initiatives to prevent and reduce
psychosocial risks include:
• drafting rules for dealing with organisational change and
ensuring constructive employer-employee dialogue and
preparing action plans on the basis of change impact
studies
• training in basic management skills and in the
assessment and prevention of psychosocial risks in the
workplace
• a procedure for preventing and dealing with cases of
moral and sexual harassment (since 2014)
• a hotline that employees throughout France can call for
advice and psychological support. There is one number for
all employees and another specifically for line managers
and HR staff.
After decreasing in 2014, the accident frequency rate
(which is the number of non-commuting work-related
accidents per million hours worked) rose slightly in 2015.
The accident severity rate (which is the number of working
days lost per 1,000 man-hours worked) also increased
slightly in 2015.
Most of the workplace accidents at La Poste are falls,
materials handling incidents, collisions with objects and
25.2%
2013
23.4% 23.98%
2014
2015
ACCIDENT FREQUENCY RATE – LA POSTE
1.27%
2013
1.25%
2014
1.32%
2015
ACCIDENT SEVERITY RATE – LA POSTE
driving accidents. The increase in the frequency and
severity of accidents in 2015 is mainly due to the increase
in the number of accidents involving two-wheel
motorbikes. Although the latter are being phased out
entirely, the recall of Quadéo and Staby® motorbikes in
2015 resulted in a temporary increase in the use of twowheel motorbikes. Safety measures based on a study of
accident statistics were successful in reducing the causes
of other accidents.
6.14%
6.37%
6.65%
2013
2014
2015
SICKNESS ABSENTEEISM RATE – LA POSTE
La Poste’s absenteeism rate continued to rise in 2015,
with extended sick leaves (i.e. more than 30 days)
accounting for 73% of illness-related absenteeism.
16.5% of extended sick leaves lasted from 31 to 90 days.
A health and safety plan will be negotiated in 2016.
Career development,
training and promotion
The Labour-Management Agreement, which is part of
the “La Poste 2020: Conquering the Future” strategic plan,
makes career development and training the central focus
of the human resources management policy.
Career development
La Poste has developed a policy of helping its employees
manage and develop their careers in accordance with their
specific needs and goals. This policy has several
objectives:
• to make it easier for employees to change jobs or
relocate within the company, move to another branch of
civil service or set up a business;
•to strengthen their loyalty to La Poste by providing them
with more career opportunities;
• to support the company’s transformation by facilitating
the transfer of skills where and when they are required;
to consolidate skills-based human resources
management.
In October 2015, La Poste organised its third annual
Career Development Week, during which employees in all
business units were able to discover the full range of the
Group’s activities and develop their career project.
1,100
Over
events, conferences, meetings and workshops
throughout France.
Health and safety committees
The national Occupational Health and Safety Committees,
whose role was redefined under the Quality of Life at Work
Agreement, met regularly throughout the year. Efforts
were made to improve the quality of the reports and
studies submitted to these committees. Among other
things, these committees dealt with accident prevention,
new safety training programmes for managers, risk
preventers and occupational health and safety staff,
absenteeism and the personal employee hardship
account. French subsidiaries comply with French
employment law, while foreign subsidiaries – most of
which are based in western Europe and the European
Union – must comply with the laws and regulations
of their home country.
All employees have the opportunity to discuss their work
and career plans with their manager or supervisor once a
year, and with a specialised HR advisor whenever they like
and at least once every six years.
85
86
6.
Internal mobility
La Poste has taken various steps to develop internal
career development opportunities:
• In 2014 La Poste deployed a list of all of the various types
of jobs performed within the company, organised into job
categories and sub-categories. This tool makes it possible
to deploy career paths throughout La Poste and plan
ahead for skills and workforce development.
• La Poste enables its employees to play an active role
in managing their careers through internal mobility and
promotion. This involves providing a coherent internal
mobility procedure, job exchanges on the Internet or
company intranet, a network of advisors in all business
units and a dedicated career development website. To help
employees access new career opportunities on a regional
scale, “Group Mobility Forums” were successfully tested
in 2015 and will be set up throughout France. During the
year, the Group also decided to establish Career
Development Advisor positions in all La Poste SA
departments (the objective is 260 advisors by 2017).
• La Poste continued to create more career paths
between its business units and job categories. This
enabled 1,324 employees to transfer to another business
unit in 2015 (vs. 1,387 in 2014).
1,324
employees transferred to another business unit in 2015.
External mobility
Within civil service
n response to requests from employees who are interested
in job opportunities with the French government, a local
government agency or in public health-care, La Poste may
oversee their transfer to one of these three branches of
French civil service.
This opportunity was first made possible under act
no. 2007-148 of 2 February 2007 and was extended until
31 December 2016 under act no. 2012-347.
In 2015, La Poste helped 222 employees find a new job
in civil service. Of these employees, 98% say they are
satisfied or very satisfied with their career development.
222
employees transferred to branch of civil service in 2015.
Business creation
La Poste actively supports the entrepreneurial projects of
employees who wish to create or purchase a business by
providing them with a toll-free information line, assistance
from specialist advisors, access to training, more flexible
working hours, financial aid, ongoing support once the
business is created and guaranteed return to employment.
175
employees created
or purchased a business in 2015.
Re-employment in the social and solidarity economy
The “Dynamic Alliance” initiative, which La Poste set up
in partnership with leading social and solidarity economy
actors in October 2014, supports the projects of postal
employees who are interested in developing a career in the
SSE (see chapter 8).
Through this initiative, La Poste can help them set up an
SSE organisation, engage in community work as they
approach retirement, or prepare for a career with an SSE
organisation.
In 2015, 70 employees were able to realise their SSE
projects. Of these, 27 involved skills-based volunteering in
preparation for retirement.
Training
The importance of training
In an environment of rapid economic and social change,
La Poste’s strategic plan includes ambitious objectives for
developing new services and for improving the quality of
customer service and the quality of life in the workplace.
Training is the cornerstone of career development and
now more than ever considered to be an investment for the
future that addresses two major challenges:
• a business challenge – developing the skills that the
Group will need to meet the requirements of its markets
and customers and be competitive;
• a human resources challenge – helping employees
achieve their professional goals.
The following objectives have special priority:
•supporting individual career changes and projects
•pursuing the efforts undertaken in 2013 to facilitate
access to training for all employees
•developing internal training and career paths that are
aligned with the company’s skill requirements
• supporting the development of management skills and
developing the professionalism of HR staff
• contributing actively to the employment of young people
through work-study programmes
• developing basic knowledge and skills, particularly in
digital technologies.
Training programmes
The following four training programmes were developed:
50,000 Qualifying Training Paths, from 2015 to 2020,
enabling postal employees to develop key skills, obtain
in-house professional certification and realise their career
development projects. 6,600 of these paths had been
completed in 2015.
Digital Services Training, with the Let’s Go Digital!
programme deployed in September 2015, to enable all
employees to develop the digital skills they need and meet
the challenges of innovation.
Managerial Development Training, provided since
January 2014 by the Group Management Institute, offers
both individual and group courses for 20,000 managers
and specific training for newly recruited managers.
Individual Employee Training Support, which includes an
annual discussion with employees and the use of personal
training account credits. Trials are being conducted to
grant training credit for collective work experience.
For the third straight year in 2015, the percentage of
employees who received training was particularly high,
with 8 out of 10 having received at least one form of
training over the past year and 9 out of 10 having been
trained over the past two years.
9
employees out of 10 received training
over a two-year period.
Training at La Poste
Indicators
La Poste
La Poste, La Banque
2013
2014
2015
2015
5,120,801
4,663,617
4,476,017
4,673,065
Proportion of employees who took at least
one training course during the year(2)
78%
77%
81%
78%
Training expenditures as a percentage of
payroll
3.6%
3.5%
3.9%
N/A
Total number of training hours(1)
(1) Total number of internal and external training hours followed by all employees (total workforce present during the year, including work-study students). Training
actions do not include training provided within the framework of an individual employee training account, training sabbatical leave (CFP) and the accreditation of prior
experience and skills audits. Training hours are counted in the year in which the training is completed.
(2) The employee base corresponds to the average workforce, less employees absent for more than six months.
87
88
6.
Promotion at La Poste
Given the key role that skills development plays in the
human resources policy and management, La Poste
employees may be promoted to:
• the next highest grade, on the basis of the skills they
have gained in their current job;
• several grades higher, on the basis of their career
potential;
• the next highest grade, on the basis of their work
experience, merit and seniority.
In 2015, 11,017 employees were promoted, for an overall
promotion rate of 5.3%.
12,873
(5.8%)
2013
11,985
(5.5%)
11,017
2014
2015
(5.3%)
NUMBER OF EMPLOYEE PROMOTED
(PROMOTION RATE)
Diversity and equal
opportunity
La Poste has been actively promoting equal opportunity
and diversity in the workplace for several years. This
commitment has been reaffirmed at the highest level and
has resulted in the deployment of a network of diversity
officers in all regions.
Preventing discrimination and
supporting all forms of diversity in the
workplace
As a signatory of the Charter for Diversity since 2006, the
Group has made formal commitments to prevent
discrimination in its code of ethics and rules of conduct.
In 2010, Le Groupe La Poste also drafted a Recruitment
Charter in which it makes firm commitments to ensure
equal opportunity, consideration of all job applications, and
objective treatment and respect for all applicants during
the recruitment process. Le Groupe encourages diversity
in its business units, which through their multiple activities
reflect the diversity of the society.
La Poste was awarded the Diversity Label of quality for all
of its business activities in 2009, and again in 2013. This
distinction, which is valid for four years, is granted in
recognition of the company’s commitments and best
practices to promote equal opportunity and prevent
discrimination.
La Poste also makes sure that all of its employees are
aware of the importance of diversity. A communication
campaign to raise diversity awareness was launched
during Disabilities Week in 2015 and was quite successful.
%
100
of all newly appointed senior management level
employees received diversity and equal opportunity
awareness training in 2015.
TOTAL NUMBER OF DISCRIMINATION
INCIDENTS AND CORRECTIVE MEASURES
Number of complaints filed with the National Rights
Mediator concerning:
– disability (1 in 2015, 3 in 2014)
– health (1 in 2015, 2 in 2014, including 1 concerning
pregnancy)
– trade unions (0 in 2015, 1 in 2014)
– ethnic origin (0 in 2015, 1 in 2014).
In 2015, the Workplace Quality of Life Officer handled:
195 cases of which 15% to 20% concerned a disability.
“Racism” was claimed to be a factor in a complaint filed in
a French overseas territory. All of these incidents have
been dealt with or are being dealt with. Their small
number testifies to the effectiveness of actions to prevent
discrimination.
G4-HR3
Employing disabled and incapacitated
workers
La Poste actively employs and encourages the career
development of people who suffer from a disability or
incapacity.
In May 2015, it signed its 6th agreement to employ the
disabled, which covers the three years from 2015 to 2017.
François James, who is deaf and mute, is a consumer
service advisor at La Poste’s office in Caen.
The legal employment obligation of 6% disabled
employees was exceeded at 97% of Mediapost sites.
At La Banque Postale, the percentage of beneficiaries of
a legal employment obligation was 2.97% of the workforce
in 2015.
5.1%
of La Poste employees in 2015 were beneficiaries
of a legal employment obligation.
Gender equality
François James, a deaf advisor, serving La Poste customers
in Caen.
This new agreement includes the following measures to:
• Keep disabled people employed whenever possible.
Forty-six percent of a provisional budget of €23 million will
be used for this purpose over the three-year period;
the remainder being used for training, to improve digital
accessibility and administer the agreement.
• Continue to increase the percentage of employees
employed under a legal employment obligation. The Group
currently employs over 9,000 people that are considered to
be disabled. The various actions undertaken under the
previous agreement enabled La Poste to increase the
proportion of disabled employees to 5.1% in 2015 (versus
4.1% in 2014 and a 3.7% in 2013).
• Recruit 350 disabled people to move even closer to the
target of 6%. At the end of 2015, 147 disabled employees
had already been recruited: 60 under a permanent
employment contract and 87 under a work-study contract
or temporary employment contract for at least six months.
• Further increase business with companies that employ
the disabled, with the objective of purchasing at least
€35.5 million in products and services from these
suppliers over three years.
• Set up a TPAS part-time work arrangement specifically
for disabled senior employees with more favourable
conditions in terms of age eligibility and time off.
The Group’s nation-wide network of disability officers is
responsible for seeing to it that these initiatives are
implemented.
The 6th gender equality agreement is signed in 2015
In addition to being a signatory to the United Nations
Global Compact and to the Business Leaders Commitment
to Global Gender Equality, in 2015 La Poste signed its
6th Gender Equality Agreement, which covers the three
years up to and including 2017.
This agreement seeks to further the hiring and
employment of women, to guarantee female employees
equal pay, career development opportunities and access to
training, to increase employee awareness of genderrelated issues and to improve the work-life balance.
La Poste has also signed the following charter and
agreement:
• the Parenthood Charter, since 2008
• a framework agreement for increasing female
participation in governance bodies, which was signed on
9 April 2013 with 16 other large French companies and the
Minister for Women’s Rights
In 2015, the policy of actively promoting gender equality
resulted in:
• 52% female employees, with women accounting for over
30% of senior executives
• almost a 50/50 balance in the number of women hired
under permanent contracts (45%) by La Poste in 2015
• a very low wage gap overall between women and men,
which continues to shrink, with a difference of only 3%
for women civil servants and only 0.5% for private-sector
female employees in 2015. The gap between male and
female civil servants is mainly due to the fact that men
historically have acquired more seniority.
%
54
of promotions at La Poste obtained by women in 2015.
G4-LA13
89
90
6.
Proportion of women on the Group’s Management Committee
Indicator
Proportion of women on the Management
Committee(1)
2013
2014
2015
31.41%
31.32%
30.15%
(1) The members of the Management Committee hold strategic positions at La Poste and its French subsidiaries and are appointed by the Group’s Executive Committee.
Pay gap between men and women employees
Indicator
La Poste
La Poste, La Banque
2013
2014
2015
Civil servants(1)
– 3.1%
– 3.1%
– 3.2%
Other employees
– 1.2%
– 0.9%
– 0.5%
2015
– 3.3%
(1) All staff who are civil servants are included within La Poste.
At Mediapost, women make up 39% of the total workforce.
From 2011 to 2015, the percentage of women managers
increased from 38% to 42.9%. At La Banque Postale,
women accounted for 61.8% of the total workforce.
In 2015, 55.8% of LBP’s executives were women.
A Guide to Parenthood
has also been prepared
for employees. It is
distributed to all pregnant
women and future parents.
Facilitating parenthood
G4-LA3
As a signatory of the Parenthood Charter, La Poste has
made a major commitment to reconciling parenthood with
work obligations. Parenthood measures come into effect
as soon as pregnancy is declared and apply to both fathers
and mothers.
The agreement of 3 July 2015 to promote gender equality
in the workplace provides for financial assistance to
single-parent families and preferential access to training.
The specific requirements of parents with disabled
children are also addressed with special aid and worktime flexibility measures. Financial aid is also available to
cover the cost of childcare for children under age six and
the additional cost of childcare outside of normal working
hours. La Poste also offers an external tutoring service for
the children of postal workers.
Managing an ageing and intergenerational workforce
La Poste has undertaken an age-management action plan
to further the hiring, skills development and employability
of younger and older people. An agreement on this subject
(the “Generation Contract”) was signed with unions
on 22 January 2014, to promote the fair treatment of
employees of all ages and inter-generational
communication. This agreement has three main
objectives:
• Provide sustainable employment for young people
• Hire older people and keep them employed
• Enable the transfer of knowledge and skills.
In November 2014, La Poste also joined forces with two
NGOs (Valeurs et développement(1) and IMS-Entreprendre
pour la Cité(2), along with other large French companies, to
conduct a research programme on age and generational
stereotypes. This programme will make it possible to
develop a tool for optimising age management policies
and benchmarking against other companies in 2016.
General compensation
policy
Salary
Specific measures regarding the accumulation of
retirement points apply to employees with civil-servant
status.
The compensation policy for private-sector employees is set
out in the group-wide agreement on compensation and
through annual pay negotiations. The compensation policy
must be adapted to the specific requirements of La Poste,
whose services are labour-intensive and are provided by
individuals or small entities. This means that the quality of
service depends on each employee’s attitude and behaviour.
La Poste thus seeks to ensure the loyalty of its employees,
while keeping personnel costs at a competitive level. The
compensation policy’s main features are an annual
negotiated increase and a seniority-based increase that
recognises the employee’s increasing experience and skill
in a given position. It also includes promotion mechanisms
based on career history and progress. An allowance for
employees dependent is also provided to ease the financial
burden of a growing family.
The compensation policy for management-level personnel
(“cadres”) includes both a fixed salary that depends on the
employee’s individual contribution and potential, and a
variable component that is contingent on achieving annual
quantitative and qualitative targets.
Sales staff (over 10,000 people) have a specific variable
compensation system that is aligned with the sales policy.
This is especially true of La Banque Postale sales
personnel.
Le Groupe La Poste promotes intergenerational equity.
SEVERAL MAJOR AGREEMENTS ON
COMPENSATION WERE SIGNED IN 2015:
Promoting youth employment
– a wage agreement for 2015
– an agreement on modifications to civil-servant pay
indices that enable targeted adjustments to compensation,
in response to changes in civil service and the freezing of
public-sector salaries
– an agreement that creates a fair and transparent salary
supplement that replaces an outdated and complex
internal mechanism, modernises La Poste’s compensation
system and increases employee confidence in the system.
These agreements represent a constructive, balanced
and dynamic change in compensation policy that is in
accordance with and supports the company’s development.
See page 81.
(1) An HR firm with special expertise in diversity.
(2) IMS-Entreprendre pour la Cité, which is chaired by Jean-Paul Bailly, Honorary Chairman of Le Groupe La Poste, supports corporate social actions.
91
92
6.
Incentive-based compensation
Since 2007, La Poste’s incentive scheme is based on both
financial performance and the achievement of servicequality and sustainable-development criteria.
A new three-year incentive agreement was signed in 2015.
Employee incentive-based pay is now proportional to the
Group’s operating profit and thus more directly reflects
employee efforts. To increase employee awareness of
La Poste’s financial performance, a performance bonus
is distributed if profits exceed the annual budget figure
approved by the Board of Directors.
Incentive pay thus rewards hard work and aligns individual
and team efforts with the company’s objectives and
success. Incentive pay for 2015 totalled €81.3 million.
Most subsidiaries have employee incentive agreements.
Group Savings Plan and the Collective
Retirement Savings Plan
In December 2006, La Poste and five unions (FO, CFDT,
CFTC, CGC and Unsa) signed two agreements that
established the Group Savings Plan (the “PEG” plan) and
the Collective Retirement Savings Plan (the “PERCO”
plan).
These plans are available to all employees who have been
with Le Groupe La Poste for at least three months,
whether they are civil servants or not. A Group entity may
elect to join these plans provided that it meets the
conditions specified in the agreements, i.e. that it is at
least 50% owned by La Poste and its accounts are
consolidated by the Group.
So far, nine subsidiaries have elected to join the Group’s
savings plans, the largest of which are Mediapost, Poste
Immo and Chronopost.
Mandatory profit sharing
Currently, there is no employee profit-sharing programme
in place at La Poste. For more information see page 255 of
the Le Groupe La Poste Registration Document.
76,764
At 31 December 2015,
employees participated in Le Groupe La Poste savings
plans, which represent an annual increase of 2.8%.
67,644
At 31 December 2015,
employees of the La Poste parent company had a total
of €601 million invested in these plans.
44.3%
socially responsible investments accounted
of employee savings in PEG and PERCO plans.
Salary and other compensation at Le Groupe La Poste
Indicators
La Poste
La Poste, La Banque
2013
2014
2015
2015
€28,603
€28,911
€29,368
€29,660
+1.8%
+1.08%
+1.58%
+1.93%
15.73
15.56
15.32
15.17
Annual employee incentive pay
€73,6 m
€84,2 m
€81,3 m
€96,0 m
Based on annual earnings(2)
€73.6 m
€84.2 m
€81.3 m
€96.0 m
62,452
64,715
67,644
78,817
€16.4 m
€16.6 m
€18.3 m
€20.7 m
47.0%
45.36%
44.31%
36.30%
Average gross annual compensation(1)
Annual change
Ratio of the CEO’s salary to the average
salary
Number of employees with a Group
Savings Plan (PEG) and/or a Collective
Retirement Savings Plan (PERCO)
Employer’s net matching contribution
Percentage of socially responsible
investments in the PEG and PERCO
portfolios
(1) The indicator is calculated from the gross fixed compensation. The average compensation includes monthly components but not variable bonuses. The number of
employees is the average annual number of full-time equivalents.
(2) La Poste and some subsidiaries, such as Mediapost SAS, participate in the Group Savings Plan (PEG) and the Group Collective Retirement Savings Plan (PERCO). La
Banque Postale has its own employee PEG and PERCO plans.
Employee
representation and
benefits
Pursuant to article 31 of the act of 2 July 1990, “contractual
agents” are subject to collective bargaining agreements.
Act no. 2010-123 of 9 February 2010, which concerns
La Poste and postal activities, did not amend the provisions
relating to the legal status of personnel.
The legal status of employees
Since La Poste employs both civil servants and privatesector personnel, it does its best to ensure that the same
rules or comparable rules apply to both categories. This is
essential since civil servants and private-sector employees
often work side by side doing exactly the same job.
All new employees hired by La Poste since 2002 are
private-sector employees. The number of public-sector
employees has been steadily declining and represented
38.4% of the Group’s workforce at the end of 2015.
Pursuant to article 29 of the act of 2 July 1990, La Poste’s
civil-servant employees are subject to the rules set forth in
Act No. 83634 of 13 July 1983, which concerns the rights
and obligations of civil servants, and in act no. 84-16 of
11 January 1984, which deals with the rules governing
national government civil servants.
All new employees hired by La Poste since 2002 have privatesector employee status.
93
94
6.
Labour-management relations and employee representation
Given the combined public and private sector status of its workforce, the structure of La Poste’s employee representation
system is subject to specific legal constraints.
Employee representation at La Poste
La Poste employee union representatives
Representatives
of major
employee association
sectors
Occupational
Health
and Safety
Committees
Joint Administrative
Committees and
Joint Advisory
Committees
Employee Benefits
Advisory
and Management
Committee
Health and safety
conditions
Defense of individual
employee rights
Employee
social benefits
BODIES
Technical
Committees
RESPONSIBILITIES
HR impact of work
organisation
EMPLOYEE REPRESENTATION
AND LABOUR RELATIONS
French subsidiaries comply with French law governing
employee representation and industrial relations.
At the European level, GeoPost’s European Works Council
(EWC) is composed of representatives of GeoPost
subsidiaries in France, Germany, England, Ireland, Spain,
Poland, Portugal, Czech Republic, Netherlands, Estonia,
Latvia and Lithuania. The EWC’s 15 members include
elected employee representatives (the number depends
on each country’s workforce), company representatives,
and GeoPost’s Chairman and Director of Human
Resources. The EWC meets at least once a year.
91%
At least
of the Group’s employees
are represented through
joint management-worker
Occupational Health and Safety
Committees (OHSC).
G4-LA5
Employee representative elections
Employee representatives are elected every four years.
The last elections were held in December 2014. La Poste
employees thus elected their local and national
representatives to the Technical Committees, Joint
Administrative Committees and Joint Advisory
Committees.
The participation rate for the national Technical Committee
representative elections was 75.63%, a high and stable level
that reflects postal employee support for social democracy.
Employee representatives on Technical Committees are
directly elected by all La Poste employees, regardless of
their employment status, and the representation of the
unions depends directly on the results of these elections.
The newly elected representatives began their terms of
office on 1 February 2015, for a term of four years.
Number of representatives elected from each union at the
national Technical Committee meeting: CGT (3), CFDT (3),
SUD (3), FO (3) and CFTC-CGC-Unsa.
Number of days lost due to strikes
Indicator
La Poste
Number of days lost due to strikes(1)
La Poste, La Banque
2013
2014
2015
2015
143,844
156,850
124,734
124,982
(1) This is the number of days of work stoppage resulting from local or nationwide strikes recorded in the payroll system. It is therefore limited to unpaid days on strike.
Negotiations and agreements
Agreements signed in 2015
Total number of employee
agreements signed
(incl. amendments)
La Poste
La Banque
Postale
DPD
France
Chronopost
Mediapost
SAS
11
4
2
6
7
National agreements and amendments
signed in 2015 at La Poste
La Poste and national trade union representatives signed
the following 11 national agreements and amendments in
2015, including a unanimous agreement to adjust the pay
indices of La Poste civil servants:
• an employment agreement on a Future for
Every Employee (CFDT, FO, CFTC-CGC-Unsa),
on 5 February 2015
• an employment agreement on the creation of a “salary
supplement” at La Poste (CGT, CFDT, CFTC-CGC-Unsa),
on 5 February 2015
• a unanimous employment agreement on La Poste civil
servant pay indices (CGT, CFDT, SUD, FO, CFTC-CGCUnsa) on 5 February 2015
• a wage agreement for 2015 (CFDT, FO, CFTC-Unsa),
on 12 March 2015
• an amendment to the collective labour agreement
(CFDT, FO, CFTC-Unsa), on 12 March 2015
• an amendment to revision No. 1 to the agreement on the
application of work-time planning and reduction measures
for La Poste managers, of 4 April 2000 (CFDT, FO, CFTCCGC-Unsa), on 27 March 2015
• the 6th agreement to promote the employment of
the disabled at La Poste (CFDT, FO, CFTC-CGC-Unsa),
on 26 May 2015
• the 2015-2017 incentive pay agreement (CFDT, FO,
CFTC-CGC), on 26 June 2015
• The “Agreement on Gender Equality at La Poste” (CGT,
CFDT, FO, CFTC-CGC-Unsa), on 3 July 2015
• an agreement on sales management (CGT, CFDT, FO,
CFTC-CGC-Unsa), on 15 July 2015
• an agreement on the “Future of banking jobs at financial
and national centres” (CFDT, FO, CFTC-CGC-Unsa),
on 17 December 2015.
These agreements, which are the result of negotiations
with all representative unions, give new impetus to
La Poste’s employment policy. The fact that a majority of
unions approved these agreements testifies to their
determination to support the La Poste’s transformation for
the benefit of all employees and constitutes a major step in
the company’s social transformation.
95
96
6.
Follow-up on commitments under agreements
in effect in 2015
All of the foregoing agreements are reviewed annually by
a special committee that presents the progress made
implementing agreement measures to the signatory trade
unions.
Employee benefits
Pension scheme
G4-LA2, G4-EC3
La Poste employees with civil-servant status are covered
by the pension scheme for French civil servants and all
other employees are covered by the general pension
scheme for the private sector. La Poste participates in no
special pension scheme.
Pursuant to act no. 2006-1771 of 30 December 2006,
which concerns the funding of public-sector pensions,
the payment of a payroll contribution discharges La Poste
from any future liability in relation to the public-sector
pension scheme. In accordance with the principle of “fair
competition”, the rate of this contribution “is calculated to
ensure that the mandatory social security contributions and
taxes that apply to the salaries of La Poste employees are
equivalent to those that apply to the salaries of employees of
companies that are subject to general social security payroll
obligations, in respect of the risks that are common to both
private-sector employees subject to the general law and to
civil servants”.
Since 2010, only the contribution at the fair competition
rate is applicable.
Supplementary health insurance
Under an agreement signed on 19 May 2006, a mandatory
supplementary group health insurance plan has been in
effect since 2007 for salaried staff. The contributions
system reduces the financial burden on families and the
lowest income employees.
For employees with civil-servant status, a scheme to
reimburse health-care expenses was implemented on
1 January 2012, pursuant to the option available under the
act of 9 February 2010 (act no. 2010-123 concerning
La Poste and postal activities). An agreement on this was
signed on 7 July 2011. This is a mandatory collective
defined-contribution scheme that is subject to general
Social Security law pursuant to article L. 911-1 of the
French Social Security Code.
The good financial performance of both health-care
schemes has strengthened health-care coverage since
1 October 2013.
Employee benefits
Employee benefits, which are available to all
La Poste SA employees(1), represented a budget of over
€209.2 million in 2015. There are four main types of
benefits:
• Canteen services, which consist of meals served in
company cafeterias and restaurant vouchers (an average
of 97,000 beneficiaries daily)
• Cultural and leisure activities
• Aid to children and youth, consisting of infant and childcare services, stays in summer camps and tutoring
• Mutual-aid and solidarity actions, consisting of financial
aid to families with children with disabilities or members
with severe illnesses or who suffer from alcoholism, and
to blood donors, to emergency responders and to people
with disabilities.
La Poste has also developed benefits for individual
employees in accordance with its company policy, such as
holiday vouchers (45,600 beneficiaries), school expense
allowances, and prepaid CESU universal service checks.
The Employee Benefits Advisory and Management
Committee is responsible for overseeing and managing
the “social” benefits in kind to which La Poste employees
are entitled. This committee is composed of 24 members:
eight company representatives, eight union
representatives and two representatives for each of the
national associations representing the four categories of
benefits.
The committee is chaired by La Poste’s Chairman or his
representative.
(1) Since 2013, all employee social benefits, which had been mainly reserved for permanent staff, have progressively been made available to employees hired under
temporary contracts for over three months.
Breakdown of spending on benefits
(€ million)
2014
2015
%
Canteen service and economic activities
97.8
96.8
46.3%
Of which restaurant vouchers
34.5
35.5
17.0%
Cultural and leisure activities
44.8
43.6
20.9%
Children
41.7
40.6
19.4%
Mutual aid and solidarity
15.6
15.4
7.3%
Management and administration fees
13.2
12.8
6.1%
TOTAL
213.1
209.2
100%
Average amount per employee (in euros)
1,015
1,033
Housing and mobility aid
The Group’s housing aid policy has been the subject of
successive negotiations since 2006, which have resulted in
unanimous agreements being signed by all trade unions.
This policy enables La Poste to develop an aid scheme that
is tailored for the specific needs of its employees, for
example with respect to housing type and location and the
attribution of subsidized housing on the basis of workrelated constraints. Over 24,000 employees have benefited
from housing aid since 2006.
In 2015, nearly 2,500 postal employees were entitled to
subsidised housing and more than 5,000 were entitled to
various housing-related benefits, such as social assistance
measures, posting of a security deposit and financial aid.
THE POSTAL CAR, A SHORT-TERM RENTAL
SOLUTION FOR GROUP EMPLOYEES
La Poste has many vehicles that sit idle on Saturday
afternoons and all day Sunday, and even on some weekday
afternoons. Since March 2014, employees are able to rent
Nathalie Leplat, head of the Labourse office, received
subsidized home ownership loans, topping up her main loan.
an ecological “Postal Car” for a short period. Depending
on their needs they may, for example, rent a utility vehicle
to move house, or a small passenger vehicle for the
weekend. Twenty such vehicles are currently available for
rental at 14 pilot La Poste facilities.
97
REDUCING THE GROUP’S
ENVIRONMENTAL FOOTPRINT
AND SUPPORTING THE
ENERGY TRANSITION
P.100Four strong commitments to prevent climate change and further the energy transition
102 Le Groupe La Poste energy consumption and carbon footprint
104 A four-step carbon management system
104
Reducing the carbon footprint and local pollution through ecomobility and urban logistics
110 Reducing the carbon footprint of buildings
112 Reducing the carbon footprint of information and communication systems
113 Contributing to the rise of the circular economy
115 Preserving biodiversity
The French government has made energy transition and the development of
renewable energy sources national priorities. The regulatory consequences of
these policy commitments will have a substantial impact on La Poste’s
operations and business strategy, since its mail and parcel delivery services,
numerous buildings, websites and other digital services all require substantial
amounts of energy.
Energy consumption is also a major expense for the Group. The steps taken to
reduce this consumption, promote the use of energy obtained from renewable
sources and offset the greenhouse gas emissions resulting from a large
proportion of products and services have already reduced the Group’s
environmental footprint and operating expenses.
But these efforts also pave the way for a multitude of business innovations
– such as responsible mobility and reverse logistics – that will be future growth
drivers. This is why the energy transition is a cornerstone of the Le Groupe
La Poste’s energy and climate policy. The Group also works to preserve
natural resources by reducing materials consumption and promoting the
circular economy.
Commitment
2020 targets(1)
Set the example in
reducing climate
change and change
and air pollution
A 15% reduction in the GHG emissions
of La Poste’s activities relative to 2013
At the end of 2015, emissions were 8%
lower than in 2013
To have one of the world’s largest
fleets of electrical vehicles, including
10,000 light utility vehicles
At the end of 2015, Le Groupe La Poste
had 5,576 light electrical utility vehicles
and still has one of the world’s largest
fleets
To serve France’s 15 largest cities with
low-emission vehicles
At the end of 2015, low-emission vehicles
are used exclusively in one large city and
this initiative was launched in a second city
in early 2016
Procurement of 100% of the electricity
used for buildings managed by Poste
Immo from renewable sources by
2020
By 1 October 2015, renewable sources
accounted for two thirds of the electricity
used. Contracts for the supply of
renewable energy cover requirements until
31 December 2018
Target surpassed
(1) In addition to these objectives, at the end of 2015 GeoPost committed to achieving a 10% reduction, from 2013 to 2020,
in its GHG emissions per parcel carried, within the scope of express deliveries and its subsidiaries, including both its own
activities and those of its transport contractors (i.e. scopes 1, 2 and 3).
99
100
REDUCING THE GROUP’S ENVIRONMENTAL FOOTPRINT
7.
Four strong commitments
to prevent climate change and further
the energy transition
To achieve these objectives and develop the skills and
synergies that will be necessary to provide concrete and
effective responses to the challenges of today’s rapidly
changing society, the Group has prepared action plans
in each of its business units and set up three “priority
projects” that cut across all of its activities.
These three projects – Energy Transition, Urban Logistics
and the Modernisation of Public Action – are described
below in this document, on pages 101, 109 and 118
respectively).
LE GROUPE LA POSTE, A KEY PARTNER IN THE
2015 PARIS CLIMATE CONFERENCE (COP21)
On 6 December 2015, the Group also participated in
Transport Day events at the conference and signed the
Universal Declaration to Promote Electro-mobility along
with other major companies.
COP21 also provided an opportunity to make a formal
commitment to several major climate actions.
Among other things, the Group joined the RE100 initiative
(see page 111), posted its objectives on the NAZCA
website (which records the commitments made by major
companies during the Lima and Paris climate
conferences) and, along with 39 other leading companies,
signed the Manifesto for Climate Action, an initiative of the
French Ministry of Foreign Affairs.
Le Groupe La Poste was closely involved in the preparation
and execution of the COP21 conference, which was held
in Paris from 30 November to 12 December 2015 for the
purpose of coming to an international agreement on
measures to prevent climate change.
Prior to the event, the Group issued the official conference
stamp (which was ecodesigned) and a series of eight
collector stamps with climate-related themes, and
promoted the conference on its vehicles, parcels and
letterboxes. The Group also took part in many events,
such as those organised by Solutions COP21 (working
groups, events and media partnerships), Écoact
(four climate conferences), the Economic, Social and
Environmental Council, and Sciences Po Paris (which
organised a “Make it work” conference simulation).
During the conference, La Poste operated a temporary
post office in the Negotiations area at Le Bourget, where
it provided mail, foreign exchange and other services
for the visiting delegations.
In partnership with Arjowiggins, the Group not only
provided the recycled paper used at the conference,
but also collected, sorted and recycled the paper used.
In partnership with Solutions COP21, La Poste presented
climate-change solutions to the public at a stand in the
Grand Palais.
Temporary post office at COP21 in Le Bourget.
The actions implemented under Le Groupe La Poste’s climate and energy transition policy and the results obtained by
the Group, its business units and subsidiaries are described in detail below in this document.
The Energy Transition priority project –
leveraging La Poste expertise to
address the needs of a changing society
This project involves not only achieving the Group’s own
energy transition, which is well underway, but also using
the experience La Poste has gained within the framework
of its CSR policy to develop new products and services. The
following five areas for action have been selected:
The circular economy
La Poste is using its long experience in responsible paper
and waste management and its logistical capabilities to
provide “reverse logistics” services, which involve
collecting paper, cardboard, batteries, coffee capsules and
other materials at the customer’s premises for reuse or
recycling. These services are especially intended for small
and medium-sized companies that have large and
dispersed stocks of materials.
Energy-efficient building renovation
As a trusted third party, La Poste advises and assists local
authorities with the renovation of public buildings. Several
types of service are provided, such as selecting and
prioritising residential properties for renovation, raising
consumer awareness and helping consumers with
renovation projects.
Collecting Nespresso capsules.
Lending
Solutions for financing green projects are available for
business customers and local public-service actors.
The mail preparation and delivery centre of Saint-Lô, the first
low-energy consumption mail dispatching hub.
Energy management
The experience that La Poste has acquired, particularly
through its real estate subsidiary, has enabled it to develop
innovative energy solutions that enable companies,
government agencies and local authorities to manage
their buildings more efficiently.
Ecomobility
The Group proposes mobility consultancy and services
that are the fruit of its long experience. These services
include vehicle fleet management, fuel consumption
management, driver training, setting up mobility plans
and ecomobility project consultancy and management.
“We want our name and our solutions
to be in the minds of our customers.
Whenever they think about the energy
transition we want them to think about
La Poste”
Sophie-Noëlle Nemo
Head of the Le Groupe La Poste
Energy Transition Delegation
101
102
7.
Le Groupe La Poste energy consumption
and carbon footprint
Le Groupe La Poste energy consumption
Consumption of transport and building energy in GWh(1)
Scope: La Poste SA
G4-EN3/4
2013
2014
2015
3.131
2.667
2.679
1.360
1.138
1.263
563
535
516
1.208
995
901
Buildings(2)
1.188
943
993
Transport(1) (3)
1.943
1.724
1.686
2013
2014
2015
6,421
5,977
6,180
49%
45%
43%
Total energy consumption – La Poste SA
By type
Type 1: direct emissions of leased or controlled equipment, company
transport vehicles and buildings
Type 2: consumption of electricity and heating systems
Types 3: consumption of transport contractors
By use
Total Group consumption
G4-EN3/4
Total Le Groupe La Poste energy consumption in GWh
Share of La Poste SA’s consumption relative to the Group’s
Le Groupe La Poste’s carbon footprint
GHG emissions resulting from the consumption of transport and building energy, in teq CO2
Scope: La Poste SA
2013
2014
2015
2015-2014
change
744,048
679,262
663,549
–2%
312,284
264,742
271,186
2%
43,491
40,448
40,629
0.4%
388,273
374,072
351,734
–6%
Buildings(2)
178,825
129,258
142,525
10%
Transport(1) (3)
565,223
550,004
521,024
–5%
Total GHG Emissions of La Poste SA
By type
Type 1: direct emissions of leased or controlled equipment,
company transport vehicles and buildings
Type 2: consumption of electricity and heating systems
Type 3: consumption of transport contractors
By use
(1) Source of energy conversion factors for the transport sector: IPC.
(2) Information audited with a moderate assurance level.
(3) Excludes international air transport and business travel.
The Group’s GHG emissions
1,558,062 teq CO2
Building-related emissions
222,573 teq CO2
14.2% of total
5.8%
Electricity
6.8%
Gas
1.6%
Others
13.8%
Air
71.8%
Road
0.2%
Rail and maritime
Transport-related emissions
1,335,489 teq CO2
85.8% of total
BREAKDOWN OF LE GROUPE LA POSTE GHG
EMISSIONS BY SOURCE IN 2015 IN TEQ CO2(1)
G4-EN6 and EN19
(1) Type 1 to 3 GHG emissions, including transport contractors and contracted businessrelated travel. GHG emissions associated with electric vehicles are included with buildings.
Total Group GHG emissions
Total Group GHG emissions
Share of La Poste SA emissions relative to total
Group emissions
2013
2014
2015
2015-2014
change
1,6025,23
1,529,177
1,558,062
2%
46%
44%
42%
103
104
7.
A four-step carbon
management system
The Group has developed a system for managing the
carbon emissions of all of its activities. It consists of four
distinct steps:
HELPING THE INTERNATIONAL POST
CORPORATION ACHIEVE ITS REDUCTION TARGET
The long-term objective of reducing per letter and per
parcel GHG emissions by 20% from 2013 to 2015, set by
IPC and to which all of its members have agreed, has
been approved and certified by Science Based Targets
(SBT) and reflects the levels of emissions reduction
Reducing the carbon
footprint and local
pollution through
ecomobility and urban
logistics
G4-EN33
In 2015, Le Groupe La Poste emitted 1,335,489 teq CO2
of GHG for its transport activities, which represents 85.7%
of its carbon footprint. Reducing transport-related
emissions is therefore of major importance for the Group.
A large proportion of these emissions are produced by the
contracted transport of parcel and express deliveries.
The GHG emissions of contracted transport services are
estimated to account for about 80% (for more information
see page 119).
Le Groupe La Poste’s commitment scope therefore
includes scopes 1, 2 and contracting, which is a component
of scope 3.
1. Avoidance – Plan ahead to anticipate potential
greenhouse gas emissions and design low-emission
products and services. This phase is covered in the section
entitled “Le Groupe La Poste’s Ecosocially Designed
Products and Services”, on pages 62 to 65.
2. Measurement – Implement an effective monitoring and
management system at all relevant levels to measure all
of the GHG emissions associated with the Group’s activities
(also see pages 102 to 103).
3. Reduction – Take all actions necessary to reduce the
carbon footprint associated with transport activities,
the energy consumption of buildings and digital resources,
and the design and provision of products and services
(also see pages 6, 104,110 and 112).
4. Offsetting – The remaining greenhouse gas emissions
are offset through participation in carbon offset projects,
which are presented on page 65.
necessary to limit global warming to 2°C. SBT is a joint
initiative of the Carbon Disclosure Project, the United
Nations Global Compact, the World Resources Institute
and the World Wildlife Fund. Its mission is to help
companies determine their climate
action objectives.
• The commitment to reduce La Poste’s GHG emissions
by 15% from 2013 to 2020 therefore includes the activity
of mail and parcel contractors
• GeoPost’s commitment to reduce its emissions per
parcel delivered by 10% between 2013 to 2020 also
includes contractors
•In signing the “Carriers’ CO2 Charter” (see box on
page 107), La Poste has set itself the objective of reducing
GHG emissions by 6.5% from 2014 to 2017. This target
includes a 1.5% reduction in contractor-related emissions.
Measures to reduce GHG emissions
and local air pollution resulting from
the transport of goods
G4-EN30
Le Group La Poste’s fleet of over 82,000 vehicles covers
over 1.4 billion kilometres a year in France alone and
comprises:
• 26,615 bicycles of which 79% are electric
• Motor vehicles: 7,123 two-wheel motorbikes, over
62,000 light vehicles and 297 trucks.
Le Groupe La Poste transport
Trials are currently being conducted at the sites of Dole and Luxeuil-les-Bains in the region of Franche-Comté and range
extension of almost 130 km has already been observed. To reduce greenhouse gas emissions, air pollution and the traffic
congestion caused by the transport of goods, Le Groupe La Poste has five means of action – Technology, Logistics,
Behaviour, Procurement and Standardisation.
1.335
million metric tons of GHG produced by transport.
28,581 electric vehicles (35% of the fleet), including:
1,000 distribution carts
21,062 electric bicycles
5,576 utility vehicles and cars(1)
(1) Including 9 hybrid vehicles.
525 Quadéo or quadricycles
418 Staby® three-wheeled scooters
105
106
7.
Technology – By increasing the proportion
of ecofriendly vehicles in the Group’s fleet
Low-emission electric and motor vehicles
The replacement of internal combustion vehicles with
electric vehicles makes a substantial contribution toward
reducing greenhouse gas emissions, air pollutants
(particularly particles and NOx) and noise pollution.
Le Groupe La Poste has one of the world’s largest fleets
of electric vehicles.
The Staby®, which is replacing conventional two-wheel
motorbikes, not only has more carrying capacity and is
easier to use, its greater stability makes it safer to use.
The Group’s objective for the end of 2016 is to have
replaced all two-wheel motorbikes.
Charging electrical vehicles from a guaranteed renewable
energy source further increases their ecological benefits.
The Group is also experimenting with low-emission
motors and fuels, such as natural gas, especially for
vehicles 3 m3 and larger that are used in city centres.
Several pilot projects are underway with hydrogen-fuelled
vehicles in the region of Franche-Comté, in a programme
to develop a regional industrial ecosystem for hydrogen:
• The European Mobypost project, which is being
conducted in the mail preparation hubs of Audincourt
and Lons-le-Saunier, involves using hydrogen fuel cells
to power electric mail distribution vehicles and solar
panels to produce the hydrogen, which is stored and
distributed at the site. Eight quad vehicles powered with
hydrogen fuel cells are currently used on a daily basis to
deliver mail and have covered over 3,000 km so far.
• The objective of the Mobilhytest project is to test the
feasibility of hydrogen fuel cell-powered range extenders
installed in mail-carrier Kangoo ZEs to enable these
electric vehicles to be used on longer rural rounds.
The hydrogen is obtained from local industrial partners
Solvay and Air Liquide.
• Lastly, a hydrogen fuel cell-powered truck is also being
tested in Dole, in a joint project with Renault Trucks.
The fuel cell has doubled the range of this 4.5 metric ton
electric truck (to 200 km) and will be tested for a full year
under actual operating conditions.
LE GROUPE LA POSTE’S PARTNERSHIP
WITH RENAULT TO DEVELOP NEW
MOBILITY SOLUTIONS
On 31 October 2014, the two groups signed a partnership
agreement to cooperate on future mobility challenges,
independently of their current business relationship. The
pilot projects to be developed have four main objectives:
– accelerate the deployment of electric vehicles by
increasing their range
– reduce the emissions of vehicles used in urban
environments
– develop electric vehicles of different sizes
– Contribute to the future of mobility through connected
vehicle technology.
Logistics – by optimizing delivery rounds
and loads
New loading methods
By the end of 2015, “bulk loading” was used in 79%
of national parcel transport links, compared to 72% at the
end of 2014. Bulk loading optimises the usable volume of
trailers and significantly decreases emissions per parcel
carried by reducing the number of trailers required.
Development of combined rail-road transport
The Group is also increasingly using more ecological
means for routing and long-distance transport. The
Services-Mail-Parcels business unit is reducing its use of
air transport whenever possible and switching to rail,
and especially combined road-rail transport using swap
bodies.
Since 2013, La Poste has been developing its network of
combined rail-road links for non-urgent products, such as
direct marketing materials with delivery guaranteed in
seven days. There are currently 10 combined rail-road
links that operate daily between northern and southern
France. In 2014, the Services-Mail-Parcels business unit
decided to intensify this effort by building a new multimodal hub in Bonneuil-sur-Marne, in the département of
Val-de-Marne. This facility centralises mail from northern
France and dispatches it to La Poste’s logistics hubs
throughout the country. Directly linked to several strategic
means of transport, this hub combines road haulage with
railroad freight and, in future, with inland waterway
transport.
La Poste continues to deploy swap bodies for both its mail
and parcel activities.
Very low-emission distribution rounds
In addition to developing its own fleet of clean vehicles,
La Poste’s mail carriers continue to walk and use bicycles,
which are gradually being replaced with electric bicycles
that can carry heavier loads, facilitate mail delivery and
provide a solution to the lengthening of delivery rounds
observed in some areas, due mostly to urban sprawl.
In all, 36% of the 55,000 daily mail carrier rounds are done
on foot or with a bicycle. Electrical vehicles account for
over 10% of total rounds. As a result 46% of mail carrier
rounds generate very low emissions.
Low-emission urban logistics management
Actions to improve urban logistics are presented on
page 109.
Behaviour – through ecodriving training
and more effective management of fuel consumption
Since 2007, over 87,900 La Poste employees have received
training in ecodriving.
Véhiposte has developed a suite of tools for planning and
optimizing vehicle loads, including, for example, a budget
simulator, a vehicle maintenance record, and a guidebook
to vehicle management best practice. A visual alert system
enables facility managers to immediately see which
vehicles are consuming the most energy.
Employees can then use the vehicle’s maintenance record
to check its history of fuel consumption and expenditures
and take action quickly to determine the problem or
correct driver behaviour if necessary. This system also
includes management dashboards with local and national
benchmarks for each site.
The development of information and telecommunications
technology over the next few years will facilitate and
strengthen ecodriving and fleet management initiatives.
For example, most new vehicles on the market are
equipped with an onboard computer that monitors the
vehicle’s technical characteristics and condition and driver
behaviour and can inform the driver in real time. Véhiposte
has been working in this area and plans to equip 10,000 of
the Group’s vehicles with these technologies by 2017.
In 2015, the Services-Mail-Parcels business unit prepared
a guidebook to reducing GHG emissions, which was
distributed to managers in post offices and at mail and
parcel dispatching facilities. This guidebook points out the
various actions available to reduce emissions, their
potential benefits and their practical implementation.
Procurement – by using environmental criteria
to select carriers
For several years now, purchasing specifications for
transport services have included environmental criteria,
such as fuel consumption and compliance with European
standards. These criteria are given a weight of at least
10%, and other criteria, such as vehicle age and the
amount of ecodriving training drivers have received, are
also taken into consideration. To enable more granular
management of contracted transport-related GHG
emissions, the Services-Mail-Parcels business unit is now
asking its transport contractors to indicate the fuel
consumption of each of their vehicles.
LA POSTE SIGNS ADEME’S “OBJECTIVE CO2”
CHARTER
On 18 December 2014, La Poste signed the CO2 Transport
Charter that ADEME (the French agency for the
Environment and Energy Management) has issued. With
this charter, La Poste has committed to reduce its GHG
emissions by 6.5% by 2017. To achieve this objective,
the Group has prepared detailed action plans that include
12 measures for optimising vehicle use, fuel consumption
and driving behaviour, and also its organisation and
management practices. In 2015, Chronopost also
renewed its commitment by signing its third charter,
which covers the three years from 2016 to 2018.
Standardisation – Through the deployment
of management systems
Le Groupe La Poste has made its corporate social
responsibility policy an essential component and catalyst
of its “La Poste 2020: Conquering the future” strategic
plan, and has further consolidated its CSR system by
deploying new management systems, such as the
ISO 14001 and AFAQ 26000 standards.
ISO 14001: Currently, 33 Group sites have achieved
ISO 14001 certification – the stamp printing facility,
ColiPoste’s head office, its five regional structures
and 15 parcel hubs, eight DOCAPOST sites
and three SEFAS sites.
The environmental management system thus
implemented reduces water and energy consumption
and waste and helps prevent pollution hazards.
EFQM/ISO 26000 (Afnor/EFQM): Currently, 31 entities
have completed the initial evaluation and four have
completed their follow-up evaluation successfully. In all,
97,000 employees are involved in the Services-Mail-Parcel
BU certification effort. These evaluations are made under
the supervision of EFQM-Afnor.
107
108
7.
Measures to reduce the environmental
impact of work-related travel
The ecomobility policy does not only apply to transport that
is directly related to the Group’s activities, it also covers
business travel and employee commuting, for which
specific company mobility plans are prepared.
Business travel
To reduce the GHG emissions associated with business
travel, La Poste’s policy is to avoid air travel in favour of
trains and organise meetings by video conference
whenever possible. Company and service cars in France
are managed by subsidiary Véhiposte and by the business
unit to which the cars are allocated. Their use is carefully
tracked to monitor the number of kilometres travelled,
fuel consumption, greenhouse gas emissions and costs,
and thus optimise their operation.
Véhiposte regularly upgrades its fleet of internalcombustion vehicles to bring them into compliance with
the most recent Euro standards. Of the Group’s fleet that
is managed by Véhiposte, 78% of the internal-combustion
passenger and utility vehicles currently comply with the
Euro 5 standard.
0.1%
0.2%
46.1%
35.6%
21.0%
18.2%
119.83
117.02
111.39
78.3%
63.8%
9.7%
15.2%
2013
11.7%
2014
2015
Euro 3 stnd
Euro 4 stnd
Euro 5 stnd
Euro 6 stnd
Euro 6b stnd
2013
2014
2015
AVERAGE GHG EMISSIONS RATE OF COMPANY CARS
AND SERVICE VEHICLES MANAGED BY VÉHIPOSTE
(in geq CO2 per 100 km)
11,195
2013
10,504
2014
9,366
2015
GHG EMISSIONS ASSOCIATED WITH BUSINESS TRAVEL
BY TRAIN AND PLANE(1) (en teq CO2)
(1) These emissions are already included in total transport and building emissions.
La Poste encourages its employees to use low-emission
vehicles for their work-related travel:
• Hybrid vehicles are proposed in La Poste’s company
vehicle catalogue.
• Company cars and service vehicles proposed in the
catalogue have guaranteed maximum GHG emissions of
120 geq CO2 per kilometre since 2010.
BREAKDOWN OF INTERNAL COMBUSTION VEHICLES
MANAGED BY VÉHIPOSTE FOR LE GROUPE LA POSTE
BY 2015 EURO EMISSIONS STANDARD
Commuting
In 2015, 14% of La Poste employees were entitled to
a commuting allowance that covers 50% of their public
transportation or bicycle rental expenses.
In 2014, La Poste celebrated the 10th anniversary of its first
company mobility plan (CMP). It now offers its employees
over 60 CMP and ICMP (inter-company mobility plans)
throughout France. The objective of these plans is to
facilitate commuting and other work-related trips.
They also serve to reduce the environmental impact of this
travel, improve the quality of life at work by reducing
transport constraints and accidents, and adapt the
workplace to facilitate access by pedestrians and cyclists.
In addition to mobility plans, which are mostly suitable for
urban environments where public transportation is more
accessible, Le Groupe La Poste also promotes car-pooling
among its employees. A car-pooling website and charter
have been created for this purpose. Thought is currently
being given to expanding the use of car-pooling and
including it in the CMP.
Since 2013, the La Poste employee framework agreement
includes provisions for telework, which is also being
extended to the Group’s subsidiaries.
INVENTING THE CITY OF TOMORROW
AND ITS LOGISTICS WITH THE “URBAN
LOGISTICS” GROUP PROJECT
Urban logistics is a key challenge for La Poste. It is a
business challenge, since it will enable La Poste to
develop its current range of services, strengthen its
position as a leader in urban “sustainable delivery”
and develop new and profitable services. It is also an
environmental challenge, since the transport of goods
accounts for 20% of vehicles in cities, 30% of greenhouse
gas emissions, 40% of fine particle emissions, and
10 million pick-ups and deliveries per day in French
urban areas.
With its in-depth knowledge of urban ecosystems,
La Poste intends to become the leader in low-emission
mail and parcel distribution in large cities and meet the
needs of local authorities by:
– providing cleaner and quieter solutions that reduce
traffic congestion in city centres
– preserving the appeal of its urban centres
– maintaining service commitments to consumers,
business customers and elected officials…
Le Groupe La Poste has therefore made the commitment
to use low-emission resources (pedestrian mail carriers,
bicycles, electric vehicles and vehicles powered with
natural gas and Euro 6 compliant gasoline) to serve
the city centres of 40 major and large French cities.
By the end of 2015, concrete results had already been
obtained, with the launching of this effort in 15 major
cities and 25 large cities, complete clean distribution
systems in Bordeaux, Lyon and Toulouse, the installation
of 182 Pickup station lockers in the La Poste Retail
Network and in public and para-public facilities,
the creation in Lyon of the first “urban logistics hotel”
(a delivery office that is shared between several
companies that operate at different times during the day),
and standard tender documents and contracts that
require delivery contractors to use low-emission means
of transport.
Measuring and reducing local air
pollutant emissions
G4-EN21 and G4-EN30
Concern over air and noise pollution is growing steadily
and both are currently recognised as major public health
issues. Le Groupe La Poste – and in particular the
Services-Mail-Parcels and GeoPost business units, which
are most directly concerned – have been increasing their
expertise in this area for several years now.
Under a partnership agreement signed in 2013 with the
NGO France Nature Environnement, in 2015 the ServicesMail Parcels business unit launched a study to find
appropriate indicators and quantify the air pollution of its
vehicle fleet, in collaboration with Air Sûr, an engineering
firm specialised in the measurement of indoor and
outdoor atmospheric pollutants. This study covered four
pollutants(1) that are regulated under Euro standards that
apply to the business unit’s activity. This work has enabled
an initial estimation of pollutant emissions for each type
of vehicle. The improvement in air quality enabled by the
various actions undertaken – deploying electric vehicles,
eliminating two-wheel motorbikes, replacing old vehicles,
etc. – was also measured. These atmospheric pollutant
indicators are now monitored. Efforts are underway to
increase the reliability of the methodology employed and
expand its scope beyond the SMP BU, with the objective
of publishing these figures in 2016. Le Groupe La Poste is
also collaborating with Ademe to develop a reliable
methodology for measuring local pollutant emissions
that is appropriate for the specific requirements of its
vehicle fleet.
(1) Under the Euro standards, regulated pollutants include carbon dioxide (CO), hydrocarbons (HC), nitrogen oxides (NOx) and particles.
109
110
7.
Reducing the carbon
footprint of buildings
Exceptionally large building stock is a
strategic asset for the energy transition
Le Groupe La Poste’s has one of the largest stocks of
buildings in France, over 90% of which are managed by the
Group’s subsidiary Poste Immo. Located throughout the
country, these buildings are a good example of La Poste’s
public service mission of regional and urban planning and
development.
The volume and the diversity of this building stock, in terms
of individual building size, type and usage, make it quite
atypical.
It is also exceptional in terms of its overall volume, with
over 12,000 buildings (representing a total surface area
of 9.97 million m2) of which 42% are owned by the Group.
Le Groupe La Poste’s building stock plays an important role
in its environmental policy, since buildings account for 16%
of the Group’s GHG emissions and the total annual energy
expense of the buildings managed is €100 million.
La Poste’s building stock therefore constitutes a strategic
means toward the energy transition. Accordingly, the
Group’s real estate services and property development
subsidiary, Poste Immo, is actively involved in all aspects of
energy efficiency.
Measures for reducing the energy
consumption and carbon footprint
of building stock
Including energy performance criteria in the real
property ownership and management policy
The two main objectives of Poste Immo’s property
management policy are to:
• support the development of Le Groupe La Poste and
business unit activities while optimizing their property
costs
• preserve the value of building stock and anticipate future
opportunities.
This policy is founded on the following three fundamental
principles, which underpin the management of all
buildings, whether commercial, logistic-industrial or
service-sector:
• Focus – realign building stock and control property costs
• Invest – improve stock and enhance value
• Develop – observe a long-term strategy of value creation
for the Group.
This policy seeks to ensure that building stock is of
appropriate volume and is capable of meeting current and
new requirements. To optimise the cost of operation and of
compliance with market standards, this policy addresses
The Rennes Colombier building won an award at the first CUBE
2020 competition.
building energy performance and the impact of current
and future regulations. Investment and divestment
decisions also contribute to improving overall energy
performance.
Developing renewable energy sources is also a key
consideration. Poste Immo created two new subsidiaries,
PI Energy I and II, just for this purpose. At the end of 2015
they were managing 45 photovoltaic facilities (representing
a total of 44,000 m2 of solar panels) and two hydrogen
power stations for the Mobypost project. Together, these
facilities generate 5 GWh a year and reduce GHG
emissions by an annual 2,250 teq CO2.
Lastly, Poste Immo intends to obtain BEPOS positiveenergy building certification for all new service-sector
buildings to be constructed.
Improving the energy performance
of existing buildings
In order to achieve a “2050 compatible” level of energy
efficiency, since 2015, major repair and major
maintenance work is subject to specific procedures and
technical requirements.
Regarding general renovation work, Poste Immo’s
minimum objective is to achieve compliance with
Effinergie BBC Renovation requirements and to observe
the recommendations of the major labels and certificates
of environmental quality.
When it signed the Energy Efficiency Charter for Public
and Private Commercial Buildings, in 2013, Poste Immo
made a commitment to reduce the energy consumption
of over 120 Group-owned buildings larger than 5,000 m2,
by 25% from 2011 to 2020. These buildings account for
20% of the total building stock surface area and 22%
of total energy consumption. The 19% reduction in
consumption by the end of 2015 is on target with this
objective. Since 2013, Poste Immo has been engaged in a
vast campaign to get lease-holders to sign “environmental
riders” to their lease agreements, in compliance with the
regulatory requirement of 4 July 2013.
On 1 December 2014, this resulted in the creation of a
Green Lease label of quality(1). This label, which is plainly
visible in “Green Lease” buildings, promotes this
ecological initiative and makes building occupants aware
of the important role of their day-to-day energy-saving
actions. In 2015, 100% of the Green Lease Committee
meetings organised by Poste Immo were held at the
participating buildings.
186
Procuring 100% renewable energy
On 1 October 2015, Le Groupe La Poste signed contracts to
procure electricity from renewable sources for 1,300 major
sites that account for 66% of the power consumption of
the buildings managed by Poste Immo. Furthermore,
subsidiaries Viapost, VLC, STP and Neolog have also made
the transition to renewably sourced electricity.
These contracts will also enable La Poste to obtain
renewable electricity for its fleet of electric vehicles and
reduce the carbon footprint of the Group’s IT equipment
during the use phase (see page 112).
At the end of October, almost one month after the
contracts came into effect, Le Groupe La Poste joined
The Climate Group’s RE100 initiative (see box below).
green leases for 36 buildings have been signed
since 2014.
To create a dynamic of progress in the efficiency of
building use and operation, Poste Immo competes in the
Cube 2020 contest, which is organised by IFPEB (the
French Institute for Building Performance). For a full year,
service-sector building users observe best practices and
fine-tune their building’s systems and equipment to see
who will succeed in saving the most energy. For the
2014/2015 contest, Poste Immo entered 11 sites and won
first prize with its Colombier building in the city of Rennes,
which had lowered its energy consumption by 20.7%. The
40 buildings that Poste Immo has entered in the 2015/2016
contest are also certain to save energy. At the end of 2015,
Le Groupe La Poste buildings occupied the top five places
in the CUBE 2020 contest results, with an average energy
savings of 10.3%.
Poste Immo also wants to be a springboard for innovation
and is currently involved in experiments with new
technologies, new types of contracts and new methods
of collaboration. The Group’s real estate subsidiary also
engages with its partners to prepare for the large-scale
deployment of innovative devices for measuring and
controlling building energy consumption.
THE RE100 PROJECT TO TRANSFORM
THE GLOBAL DEMAND FOR ENERGY
INTO A DEMAND FOR CLEAN ENERGY
RE100 is an ambitious global initiative that seeks to
engage, support and promote the large companies and
groups that have made a commitment to use 100%
renewable energy and are thus at the forefront of efforts
to prevent climate change.
In 2015, Le Groupe La Poste thus became the world’s
39th company, the largest post office and the first French
company to join this initiative.
Electricity accounts for 25% of global GHG emissions and
the International Energy Agency expects the demand for
electricity to increase substantially by 2040. Given this
situation, the goal of the RE100 campaign is to switch
demand away from fossil-fuel energy sources and toward
renewable energy and thus reduce net GHG emissions to
zero well before the end of the century. RE100 Is headed
by The Climate Group(1), in partnership with the Carbon
Disclosure project(2).
(1) The Climate Group is an international not-for-profit organisation that was
founded 10 years ago, with the objective of promoting “low-carbon” economic
development.
(2) Carbon Disclosure Project (CDP) is a not-for-profit organisation that studies
the impact on climate change of the largest global companies.
In 2015, Poste Immo and seven other companies joined
the Real Estate Incubator Programme, which was
launched by Paris&CO as part of its innovation platform.
This programme supports the development of innovative
start-ups and brings them to the attention of leading
groups and companies. This gives Poste Immo the
opportunity to use its vast and diverse building stock
as a laboratory for testing new building management
and optimisation technologies in an open innovation
environment. A Testing Committee will approve the tests
to be performed on the Group’s buildings.
(1) A Green Lease building is one for which an “environmental rider” is required, pursuant to the “Grenelle II Act”, for all leased office or commercial premises that exceed
2000 m². It provides formal arrangements between the lessor and tenant in view of improving the building’s overall environmental quality and reducing energy costs.
111
112
7.
Improving the energy efficiency and comfort of post
offices
At the end of 2015, the La Poste sales network consisted of
9,600 post offices and 9,770 sites in all, with a total surface
area of 2 million m². Improving the energy efficiency of
post offices can therefore make a large contribution to
reducing greenhouse gas emissions.
Since 2012, the La Poste Retail Network has been working
with Poste Immo to deploy the “Sustainable Development
Post Office Renovation Programme”.
The objective is to ensure that post office renovation work
(some 500 are renovated each year) improves energy
efficiency and comfort. Depending on the extent of the
general renovation, this work may involve the lighting,
ventilation, cooling and insulation systems.
But the La Poste Retail Network wanted to do more than
this and find out how maintenance work and the energysaving practices of employees could also save energy.
Reducing the carbon
footprint of information
and communication
systems
Le Groupe La Poste has a very large stock of IT equipment
that includes data centres (the largest are at ClermontFerrand, Trélazé and Saint-Ouen), some 20,000 servers,
130,000 work stations,110,000 printing systems,
40,000 active mobile phone lines for professional use and
95,000 lines for the Services-Mail-Parcel business unit’s
Facteo programme. This section presents La Poste’s
actions to reduce the environmental impact of its
information and communication systems.
Assessing the carbon footprint of IT equipment
Working with Dotgreen/Systencia(1), Le Groupe La Poste
has developed Greenargile, which assesses the carbon
footprint of IT equipment during the three lifecycle phases
– production, use and end-of-life. Greenargile also enables
IT department managers, buyers and technicians to
compare sustainability attributes before purchasing.
In 2015, after taking an extensive inventory of IT equipment,
the Group calculated its first IT carbon footprint for a scope
that comprised La Poste SA, La Banque Postale, Poste
Immo, Véhiposte, Chronopost SA, Mediapost SA and
Docapost.
Reorganising IT system architectures and improving the
energy efficiency of data centres.
In addition to optimising its infrastructure, Le Groupe
La Poste has also asked its data centre hosts to improve
the energy efficiency of their facilities and reduce the
PUE(2) indicator, which is currently 1.8.
Monitoring the energy efficiency of work stations
A solution for monitoring the energy consumption of work
stations was tested at the “Head office” level in 2012.
It has since been deployed to include La Poste SA
(ex subsidiaries) and is now being extended to include the
Services-Mail-Parcels BU.
Increasing employee awareness
To promote best practice in the use of IT equipment.
For IT and telephone equipment
La Poste’s purchase specifications include specific
requirements for energy performance or compliance with
such labels as EPEAT(3) Gold for computers. Environmental
criteria account for 15% to 25% of a vendor’s overall rating.
All post office computers purchased since 2012 bear the
EPEAT label and all printers, photocopiers and TV screens
purchased since 2014 also bear the Energy Star label.
Ecodesigned software for more-energy-efficient
applications
“10 golden rules” of software ecodesign have been
established and 49 best practices disseminated during
training provided to the IT department managers of the
Digital Services and Services-Mail-Parcels business units.
The objective for 2016 is to at least achieve the internal
rating system’s “bronze” level.
(1) Dotgreen/Systencia is a young and innovative software company that well-known for its commitment to innovative energy-reduction technologies. In collaboration
with La Poste, Dotgreen/Systencia has developed Greenargile, which can assess the long-term carbon footprint of IT resources in compliance with an ADEME-approved
methodology.
(2) The Power Usage Effectiveness indicator is a universally recognised measure of data centre energy efficiency. The nearer the indicator is to 1, the more energy
efficient the data centre is.
(3) EPEAT is an international label of ecodesign quality for electronic products. It includes the Energy Star label.
A FOUNDING MEMBER
OF THE GREEN IT CLUB
To face the twin challenges of the digital transition and the
energy transition, in 2014 Le Groupe La Poste and five
major French companies – Renault, Pôle emploi, SNCF,
IT-CE (a BPCE subsidiary) and Solocal Group (Pages
Jaunes) – founded the Green IT Club.
In 2015, the club prepared a guidebook of 60 best practices
for reducing the environmental, social and economic
footprint of the information systems of major publicsector and private-sector enterprises. Other tools are also
being prepared, such as a Green IT benchmarking tool to
be rolled out in the first quarter of 2016 and which will
enable major French IT users to determine what they can
do to develop a more sustainable information system.
In 2014, La Banque Postale set up an Internal Carbon Fund
to support Le Groupe La Poste’s effort to internalise the
cost of this negative externality.
The fund is financed from contributions on the GHG
emissions arising from the Group’s main emissions
sources (i.e. buildings and IT services, work-related
transport and paper consumption), which are estimated to
be worth €7 per teq CO2. The funds thus raised are used
exclusively to support in-house and external projects
to reduce GHG emissions.
In 2015, the €330,000 contributed to the fund were used
to support 11 in-house projects that were selected in
response to a Group-wide call for projects. These projects
included, for example, installing recharging terminals for
electric bikes at the head office, renovating the lighting
systems of certain buildings and providing training in
ecodriving.
La Banque Postale’s participation in the Regional Climate
Programme (see Chapter 8) is also supported through the
Internal Carbon Fund. LBP has renewed its participation
for 2016.
In response to a Group-wide call for energy-saving
projects, the La Poste Retail Network BU has been
engaged in a similar effort since 2014 and has converted
some of its GHG emissions into an internal budget to be
used for energy-saving maintenance work. This has
enabled 71 sites to benefit from maintenance work in 2014
and 2015, at a total cost of €128,000.
Contributing to the rise
of the circular economy
Le Groupe La Poste’s business activities generate a wide
variety of waste that includes used electrical and
electronic equipment, office paper, packaging, cardboard
boxes, pallets and plastic.
This is why the Group has made a commitment to support
the “circular economy”, as this term is defined under the
French Energy Transition Act.
The main challenges are the handling of waste electric
and electronic equipment and the responsible use of
paper.
Responsible paper use and purchasing
In 2015, the Group used 22,061 metric tons of paper, 92.5%
of which was purchased responsibly (vs. 94.7% in 2014). All
entities have been mobilised to prioritise the purchase of
paper that is environmentally responsible, i.e. has been
recycled or is ecolabelled and/or obtained from a
sustainably managed forest.
The ultimate objective is 100% responsible paper.
7.5%
Non-sustainable paper
18.8%
Ecolabelled
paper
5.6%
Recycled
paper
68.1%
Paper from sustainable forests
PAPER CONSUMPTION
AND SHARE OF RESPONSIBLE PAPER
– LE GROUPE LA POSTE
G4-EN1
113
114
7.
Reusing equipment and materials
and recycling waste
To maintain high-quality service, Le Groupe La Poste
regularly replaces equipment, such as vehicles, furniture
and IT hardware. Action plans to manage this equipment
and waste are being gradually deployed to enable
collection, sorting, processing, reuse and recycling.
Preserving resources and the La Poste heritage
Under a partnership agreement signed in 2013 with
employment NGO ExtraMuros, which designs and creates
artistic and useful items from recycled materials, La Poste
gives a second life to its fabric, sorting boxes, industrial
equipment and other items. In 2015, “La petite fabrique
postale”, an online store was set up to sell these items
to consumers.
Waste management
Centralising the collection of Services-Mail-Parcels
waste to optimise waste management
The SMP business unit produces small quantities of waste
that are dispersed throughout France. Whenever possible,
available means of transport on existing routes are used
to funnel waste from small sites to larger ones.
Concentrating waste in this way makes it possible to
provide waste treatment companies with amounts
of waste that can be recycled economically.
Paper recycling at the Bois-d’Arcy mail processing centre.
Reusing postal equipment and materials
Vehicles
Le Groupe La Poste also promotes the reuse of equipment
that has reached the end of its useful life at La Poste.
For example, Véhiposte sells vehicles the Group no longer
needs to car dealers and employees. In addition to this,
under the Véhiposte-Renault Vehicle Solidarity
partnership, some of the 10,000 vehicles that La Poste
returns annually when their leases expire are resold
through a network of “solidarity” garages.
To promote the transition from an “economy of ownership”
to one of functionality and use, in early 2014 La Poste
launched the “Postal Car” project, which involves sharing
postal vehicles that are available in the afternoon or on
weekends with employees (see page 97).
Furniture
La Poste increasingly makes it a point to reuse furniture
when it moves or closes down a postal site. This
equipment is then redeployed within the company or
donated to social economy organisations.
(1) ESAT: organisations and services helping people back into work.
Waste electrical and electronic equipment
The Group has set up a process for handling waste
electrical and electronic equipment (WEEE) that enables
the recycling of waste materials and in some cases the
reuse of this equipment. As a result, 85% of the WEEE
discarded by La Poste, La Banque Postale and Mediapost
SAS in 2015 was recovered. Some of this recycling work is
entrusted to social economy NGO that employ people with
relatively minor disabilities and ESAT(1) organisations,
which employ the severely handicapped.
Construction waste
Poste Immo has made a commitment to improve waste
management at its construction sites. To reduce the
environmental impact of this waste and promote a circular
economy process for its handling, the Group’s real estate
subsidiary has implemented procedures and measures
that will serve as an example of best practice in avoiding
and managing construction waste.
A key objective is to achieve the following ambitious waste
recovery rates for all types of construction work and all
sizes of projects:
an overall inert waste recovery rate of 75% by weight
(by 2017) and then 85% by 2020;
a non-hazardous, non-inert material recovery rate of 70%
by weight (by 2017) and then 80% by 2020.
Preserving
biodiversity
G4-EN12
The main causes of Le Groupe La Poste’s impact on the
biological balance of natural environments and on
protected animal and plant species are the emission
of greenhouse gases and local pollutants, and the
consumption of natural resources. Active policy actions
have been undertaken in both of these areas. The land
area occupied by the Group’s buildings also has
a substantial impact on biodiversity.
Poste Immo has mapped all of its buildings in relation
to Priority Environmental Areas and has conducted
biodiversity audits on specific buildings. A general
awareness-raising booklet has also been made available
to all Group employees and regional authorities.
The Sustainable Building Programme(1) entrusted Poste
Immo with the task of coleading the Building and
Biodiversity working group with other leading players
in the real estate sector. The report that resulted from
this work, which was made public at the end of 2015,
summarises the main biodiversity challenges and
presents 20 proposals that will enable industry actors
to address biodiversity issues more effectively during
construction and renovation and all along the entire real
estate value chain.
Poste Immo, as a property developer and provider of real
estate services, has made the preservation of biodiversity
an integral part of its CSR policy. It develops awarenessraising tools for all stakeholders, with specific examples
taken from major renovation projects, such as:
• the TriAngle Saint-Charles project in Marseille, which is
currently seeking leaseholders and will be the first
building to obtain the Effinature® quality label
• the Paris La Boétie project, where the green surface area
was increased by 72% and Poste Immo’s response
to the Biodiversity Performance HQE call for tests made
a substantial contribution to improving biodiversity
assessment tools in the construction industry and
• the Paris La Poste du Louvre project, which involved
triple HQE, BREEAM and LEED certification under the
guidance of an ecologist, within the framework of the City
of Paris’ 100 Green Hectares Charter to plant vegetation
on 100 hectares of the city’s roads and façades, to which
Poste Immo has committed along with 33 partners.
Post Immo also provides regional post office headquarters
with urban beehive kits for roof installation.
A number of sites in the regions of Brittany, Pays de la
Loire, Île-de-France, PACA and Corsica are installing
beehives and thus participating in the preservation of
biodiversity. These regional actions are in addition to such
high-profile urban sites as La Banque Postale’s head office
in Paris and the Louvre post office.
La Poste du Louvre renovation project.
Le Group La Poste has also entered into a partnership with
the Fondation Nicolas Hulot, to inform and train its own
employees.
Lastly, the Regional Climate Programme (see page 119)
makes a strong contribution to preserving biodiversity in
France’s Massif central region.
(1) Launched in January 2009, the Sustainable Building Plan unites a large network of construction and real estate companies for the common purpose of achieving
specific energy performance targets in the construction industry. The plan was created under the aegis of the Ministry of Housing and Regional Equality, and the
Ministry of Ecology, Sustainable Development and Energy. http://www.planbatimentdurable.fr/publication-du-rapport-batiment-et-biodiversite-a943.html.
115
SUSTAINABLE
REGIONAL ECONOMIC
DEVELOPMENT
P.118 Le Groupe La Poste participates in regional planning
119 Taking responsibility for the entire supply chain
123 Developing the Group’s ecosystem and diversifying its economic activities
Le Groupe La Poste plays a major role in regional life and planning
through its activities and, in particular, through its public service
missions, the number and variety of its customers, and its regional
implantation.
Based on its history, Le Groupe La Poste has public interest in its
DNA. Sustainable regional economic development and employment
is at the heart of its CSR commitment.
Diligently executing its public service missions and respecting its
regional implantation, the Group mobilises its employees to serve
the inhabitants. The Group brings momentum to new territories
of conquest, a condition of success for its transformation.
It strengthens the implementation of civic action, the support
to new economic models and to societal innovation.
Through its size and importance to the French economy, it also
intends to play a role as a major purchaser to promote the
development of emerging sectors (renewable energies, ecomobility,
silver economy, circular economy, etc.), and the development of an
ecosystem whose eventual aim is to improve everyone’s access
to essential goods.
Results for the principal key objectives:
Challenge
Objectives for 2020
Progress as of 31 December 2015
Local regional
development
Respect the targets set in the contract
with the government for four public
service missions
Complete results are available at:
laposte.fr/profil/les-missions-de-servicepublic/le-service-universel-postal
Develop revenue with public entities
Program will be effective in 2016
Develop purchases from social and
solidarity enterprises. Objective:
minimum €20 million per year from
Groupe France
Purchases from sheltered sector:
€15.6 million (without VAT)
Purchases from workplace integration
sector:
€2.2 million (without VAT)
Scope: La Poste, La Banque Postale
and Mediapost
Development of revenue from new
services meeting the challenges
facing society (energy transition, silver
economy, etc.)(1)
Revenue Regy’go over three years:
2013: €1.2 million
2014: €1.9 million
2015: €2.9 million
Revenue from eco-mobility 2015:
€3.7 million
Adapt to new
consumption
methods and
practices
(1) By contributing to revenue targets from new regions (see Financial trajectory).
117
118
SUSTAINABLE REGIONAL
ECONOMIC DEVELOPMENT
8.
Le Groupe La Poste
participates in regional
planning G4-EC7
La Poste at the service of civic action
The French law of 2 July 1990 conferred upon La Poste
four public service missions. The conditions and framework
for these missions were defined in a contract that links
La Poste and the French government since 2001. More
information is provided about the Group’s public service
missions on pages 81 to 88 in its 2015 Registration
Document.
Essential components of the Group’s identity, these public
service missions are the expression of its contribution to
developing public general interest policies. Universal postal
service, contribution to regional planning, transport and
delivery of the press, and banking accessibility: these four
public service missions conferred upon La Poste contribute
to maintain and improve the social cohesion that is
characteristic of French society.
Article L1 of the French Postal and Electronic
Communications Code (CPCE) states that: The Universal
Postal Service helps bring about social cohesion and the
balanced development of the country. It is carried out in such a
way as to ensure respect for the principles of equality, continuity
and adaptability while striving to maximise economic and social
efficiency. It guarantees all users throughout the country
permanent access to postal services of specified quality.
Affordable postal services are provided to all users.
The French universal postal service includes pick-up and
delivery six days a week throughout the country, which
exceeds the European framework of five days a week. It can
even go beyond this to satisfy customer demand. For the
first time, La Poste delivered Colissimo parcels during
Sunday morning, 20 December 2015, before Christmas. This
unique operation covered seven French cities: Paris, Lille,
Reims, Rennes, Bordeaux, Nice and Lyon. 132 volunteer
employees delivered 3,800 parcels on 20 December 2015,
demonstrating the exceptional commitment of postal
workers during the Christmas period, which poses a major
logistical and human challenge for La Poste (a doubling of
the parcel volume).
For the benefit of individuals as well as companies, the
density of the postal network coverage ensures that 96.6%
of French inhabitants are less than 20 minutes or
5 kilometres from a point of contact in France. In more than
17,000 retail outlets, all the postal operations are available,
and are even simpler to use with the provision of digital
tablets to the 1,059 local postal agencies (APC) and the
relais poste outlets (RP). The presence of postal service
throughout their region is a constant preoccupation of local
elected officials. This is why institutional bodies focus their
activities on the structure of postal services. At the national
level, the Observatoire national de la présence postale
(ONPP or National Observatory of Postal Service Presence),
established in December 2007, ensures the implementation
of contract for regional postal service. It monitors especially
the management of the equalisation fund, the work of the
CDPPT (departmental commissions dedicated to regional
postal service) and the evolution of La Poste’s coverage.
It seeks concrete solutions to strengthen relations between
La Poste and its partners.
THE PRIORITY COMMON PROJECT (PCP) MODERNISATION OF PUBLIC ACTION (MPA),
THE GROUP’S COMPETENCIES AT THE SERVICE OF THE PUBLIC
This PCP goal is to take advantage of the Group’s regional
presence and its historical knowledge of the needs and
requirements of its local authorities to accompany the
modernisation of public action. The French government
launched this initiative to render public action “more just,
more effective and simpler.”
The public sector is undergoing major transformation. As a
state enterprise, La Poste has already met this challenge
successfully. Today, it is able to propose specific products
and services to accompany the French government, the
regional authorities and the health care sector in making
their own changes. In this way, Le Groupe La Poste intends
to help other public entities take advantage of its
competencies in three domains: regional presence and
service to citizens, general administration, and public
policies.
First action – public service centres La Poste and the
Ministry of Housing and Regional and Rural Equality, signed
a partnership in 2015 to accelerate the deployment of public
service centres (PSC). To improve the proximity and quality of
public services, 500 post offices with low activity levels will
be transformed, and will be added to existing public service
centres. They will help achieve the government’s objective
to create 1,000 PSCs a year earlier than planned, i.e., from
year-end 2016.These post offices offer a larger range of
services in one location, and are certified by government
officials (les préfets) in cooperation with elected
representatives and operating partners to determine the
facilities and offerings to put in place. Thus they fulfil the
various missions for their national partners (offices for
unemployment, medical insurance, retirement, family
allowances, and the agricultural mutual). These missions
consist principally in reception, information, orientation,
digital assistance, and administrative accompaniment.
Le Groupe La Poste,
partner of the French regions
Le Groupe La Poste actively participates in regional think
tanks and in developing their structural policies, such as
regional climate-air-energy plans, agenda 21 plans, urban
development plans, local accessibility plans, etc. In terms
of transporting merchandise and people, La Poste is
bringing its expertise and is committed to the
implementation of company and inter-company mobility
plans.
The commitment made to about 15 metropolitan areas in
the framework of the PCP Urban Logistics is starting to be
put in place. La Poste uses a low-emission fleet of two,
three or four-wheel vehicles. The Pickup stations and the
deployment of boxes in train stations and in post offices are
creating one of the first urban proximity networks, which
avoid many kilometres. Finally, Poste Immo, the Group’s
real estate business unit, is investing in infrastructure that
optimises the impact of the last kilometre, the Urban
Logistic Spaces, already in place in Lille, Toulouse,
Bordeaux and Lyon.
The expertise and the consulting capacity acquired by
La Poste over the past ten years in terms of company and
inter-company mobility plans (more than 60 proposed to
its employees throughout France) is a resource that allows
it to propose a service to businesses and local authorities.
Today Greenovia, the Group’s unit that provides
ecomobility advice, sells this service, proposing to
businesses and local authorities plans that are adapted to
the travel needs of their personnel, agents or users. These
mobility plans could be for company, inter-company, interadministration, or inter-campus travel.
“CLIMATE + REGIONS” PROGRAMME
To respond to the strategic challenge of creating socialenvironmental value in France, La Poste and La Banque
Postale developed in 2015 a new programme “Climate +
Regions”. It aims to support innovative projects in France,
with a triple objective: reduce local environmental
footprint, promote climate change adaptation and create
value added in the regions.
This ambition is taking form thanks to a partnership
signed between La Poste, La Banque Postale (also a
financial partner), the regions (through their interregional public interest group for the development of the
Taking responsibility
for the entire supply
chain
Responsible purchasing and sustainable
supplier relations
G4-12, G4-EN33
The supply chain and the importance of out-sourcing in
the transport sector
Le Groupe La Poste’s(1) total procurement is a significant
amount, €4.3 billion, or one-fifth of its revenue. Le Groupe
La Poste has nearly 40,000 active suppliers.
(1) Scope: La Poste, La Banque Postale, Mediapost.
region Massif central), the national centre of forestry
property (CNPF) and the forestry workers of the Massif
central region.
The objective is to go beyond the traditional forestry
management scenario. Groups of forestry workers
commit to manage their forests to maximise
environmental services (protection of biodiversity; capture
and sequestration of carbon; combat soil erosion; water
filtration) and economic services (production of wood,
energy, and lumber; maintaining and creating
employment around the forestry sector).
In express activities and parcel transport, all operators
have recourse to subcontractors, in particular due to the
strong variability in workflow (for example, there is twice
as much workflow between the summer period and
Christmas). The subcontractors providing these activities
are businesses specialised in transport and delivery, duly
listed in the transportation registry and which work for
different buyers in the delivery sector. Le Groupe La Poste
has recourse to more than 300 transport companies.
On average, sub-contractors distribute 13% of parcels.
La Poste is heavily invested in mastering its supply chain.
To do this, it is developing a strict framework and
organisation to integrate the high level of environmental
and social requirements in the choice of its suppliers and
service providers.
119
120
8.
The Groupe La Poste’s sustainable purchasing approach
The company promotes social responsibility throughout its
value chain and in particular among its suppliers and their
subcontractors. In 2015, La Poste carried out with its
purchasers and the risk management department an
analysis of supplier risk linked to CSR on every type of
purchase in order to establish a legal CSR risk mapping by
purchase type. This is the first step in establishing a plan
to control CSR risks in purchasing, which should appear
in 2016.
PROMOTING THE GLOBAL COMPACT’S FUNDAMENTAL PRINCIPLES
By signing the Global Compact of the United Nations in
February 2003, and the Charter of inter-company
relations, Le Groupe La Poste committed itself to respect
and promote in its activities and its sphere of influence
the principles relative to human rights, labour practices,
the environment, and to combat corruption.
Code of ethics for purchasing
The purchasing department has its own code of ethics
for purchasing, which mirrors the Group’s own. It is
articulated around the company’s values and respect for
the rules and practices when carrying out business. Every
La Poste buyer received a copy of this code of ethics, and
all potential decision makers in procurement processes
are aware of its existence.
Each ordering manager who has out-sourced requires
from the service provider all the documents that attest that
labour regulations have been respected: K Bis extract
(proof of legal registration) dated less than six months;
certification that social charges and contributions have
been reported and paid; certificates of all required
insurances; valid transport license, etc. The validity of
these documents is verified by the service provider
Provigis. Meetings are organised several times a year
between the ordering manager and the manager of the
service provider concerning the quality of the service
rendered with respect to reciprocal engagements.
Responsible purchasing rules
In order to share the Group’s CSR policy and values, the
procurement sector, comprised of 500 buyers, purchasing
officers and suppliers to the Group, defined a set of
responsible purchasing rules applicable to all of the
company’s external expenditures.
For example, the goal of the Group’s purchasing sector is
to optimise all contractual conditions both to conserve the
quality of purchased goods and services, but also to seek
suppliers who are sustainable and durable. Moreover,
the procurement process is based on SAP software and
respects internal control principles. The latter also
guarantee the separation of roles and responsibilities for
the analysis of bids and the selection of suppliers.
Recourse to out-sourcing takes place under tightlycontrolled conditions: each contract follows the same rules
which require declaring subcontractors, the signature and
respect of the charter of sustainable purchasing by the
service provider (see below), and the respect of legal
labour regulations including those relating to illegal
employment. During tender offers, an analysis is done of
the capacity of the service provider to cover its expenses
and to execute its services in a sustainable way consistent
with the proposed price.
Responsible purchasing charter
G4-EC8
Since January 2008, the Group is encouraging its suppliers
to join it in adhering to the responsible purchasing charter.
It commits the Group to respecting the fundamental texts
and international rules. It allows Le Groupe La Poste to
share its values of openness, equity, solidarity and societal
development and to associate its service providers to an
approach of common progress. The charter promotes
exchanges of best practice and sometimes creates
contracts based on progress plans.
In signing it, the service provider is committing to respect
the principles of the Global Compact and the eight
fundamental agreements of the International Labour
Organisation (ILO)(1). The service provider should not only
comply with the relevant social and environmental
regulations, but also implement actions that bring it closer
to the best practices of its profession. The supplier is
committing also to monitor the respect of these principles
throughout its supply chain, including from operations in
countries that did not sign the ILO agreements.
(1) These conventions concern forced labour, freedom for unions, protection of union law, the right to organise and negotiate, equal compensation, abolition of forced
labour, discrimination, minimum employment age, and to combat the worst forms of child labour.
La Poste recommends to its partners to distribute
the charter to its own subcontractors. To date, the charter
has been signed by 99% of La Poste’s suppliers
(http://legroupe.laposte.fr/fournisseurs).
social responsibility (particularly the sheltered
employment sector and others organisations working
for the integration of disadvantaged workers into the
workplace).
Integrating CSR into tender offers
In the selection process every time that it is possible,
the ranking of bidders includes CSR criteria and favours
responsible suppliers, when all other conditions are equal.
This approach applies to all purchasing categories from
company catering services to equipment maintenance,
including paper, office supplies and furniture, IT services
and equipment, transport, buildings, vehicles and grounds
maintenance.
Specific training courses
In order to foster the adoption of these tools and raise
awareness of CSR issues among those engaged in the
procurement processes, La Poste runs specific courses.
At the end of 2015, all Group’s buyers had taken its two-day
training course on responsible purchasing. Having
completed this course, purchasing managers are able to
map purchasing strategies that take the Group’s CSR
issues into account. They learn how to identify levers to
encourage the adoption of responsible purchasing among
decision makers, buyers and users, while also gaining
insight on how to roll out the approach within their teams
as well as to internal customers.
Tools to accompany the buyers
Le Groupe La Poste has put in place tools to monitor
suppliers. A self-assessment guide “responsible
procurement”, the result of a collaborative two-year
project involving all procurement staff throughout the
Group. This guide allows buyers to evaluate potential
purchases in light of CSR criteria.
Also in 2015, work on the revision of the self-assessment
guide was completed, which integrates now more precise
CSR requirements applicable to 187 categories of
purchases.
It gathers together more best practices or applicable
certifications and provides buyers with 45 responsible
procurement fact sheets which list the CSR criteria for
each of Le Groupe La Poste’s purchasing categories
(information relating to environmental, social and
societal issues by category, the regulations, the
environmental certifications, and the CSR maturity of
supplier markets). This allows buyers to better
apprehend the market capacities for each purchasing
category and to convince decision makers of the extent to
which these suppliers and subcontractors demonstrate
In 2015, in partnership with “Dynamic Alliance” training
courses began concerning the sector that integrates
disadvantaged workers into the job market. Open to
buyers, decision makers, sales persons and the Group’s
human resource directors, it already helped 70 people out
of 400 in the Group by the end of 2015. Guides for buyers
and for decision maker have also been distributed. These
training courses and tools complement those already
existing about the disabled and sheltered sector.
In 2015, purchasing heads from the Group’s different
business units and subsidiaries met in work groups to
define relevant indicators to monitor globally the
responsible purchasing approach. They will help the Group
follow the progress in implementing this approach as
much as to measure its performance. Anticipating the
application of the law on the duty to be vigilant, the Group
expects to finish this work in 2016.
Purchases by type of supplier
La Poste
Indicators(1)
Purchase amounts in € million
(without VAT)
Purchase amounts in € million
(without VAT) from:
• disabled and sheltered sector
• workplace integration sector
Interim expenses in € million
(without VAT)(2)
La Poste, La Banque
Postale and Mediapost
2013
2014
2015
2013
2014
2015
3,781.5
3,046.2
3,205.7
n.a.
3,794.2
4,285.5
11.2
2.28
12.56
2.13
14.41
2.19
n.a.
n.a.
13.81
2.13
15.61
2.22
117
127
196
n.a.
135
208
(1) Purchases comprise all goods and services bought from third parties (materials, transport/logistics, IT, overheads, etc.) that were capitalised or expensed.
(2) Amounts at cost for La Poste and excluding VAT for other entities of the Group.
121
122
8.
€18 million
Nearly
of purchases from the disabled and sheltered sectors as well as
the sector that integrates disadvantaged workers into the job market.
Monitoring CSR criteria during the contract’s life
Throughout the duration of the contract, La Poste supports
its suppliers in taking into account CSR issues. For
purchases encompassing major economic, environmental
and/or social risks, meetings are organised with the
service providers to identify mutually beneficial ways
forward.
CSR CRITERIA INCLUDED IN THE SELECTION OF POST OFFICE EQUIPMENT
La Poste Retail Network chose an eco-labeled material
“Energy Star” for the purchase of 1,200 television screens
to be deployed in post offices. It also renewed its two
tender offers for furnishings in the post offices and
exterior signage. It chose furniture made in France with
wood from sustainably managed forests and designed to
be taken apart and recycled easily when used up; it also
chose bright signage that is energy efficient. To renew the
vest worn by 30,000 employees, La Poste Retail Network
chose one made with cotton certified fair trade Max
Havelaar, from Senegal and dyed according to the OëkoTex Standard 100 process, which guarantees the absence
or very low quantity of substances that are harmful for
health. The 50,000 old vests were gathered by postal
carriers and recycled to become part of the manufacture
of plastic parts destined for the automobile industry.
CSR CRITERIA FOR CATERING
La Poste’s catering policy aims to provide employees with
quality meals that are healthy and in accordance with
health safety regulations. It promotes nutritional balance
while meeting the guests’ requirements for tasty food.
The policy was created through consultation with all the
stakeholders (employee survey, labour unions, business
units, National Federation of Intra-company Restaurants
of La Poste).
Its objective is to reduce catering’s impact on the
environment, develop the competencies and
employability of the employees, and participate in
economic development through innovative initiatives,
such as:
• accessibility of the premises and service for disabled
people
• organic food supplies and textiles
• locally-processed products
• local products
• seasonal products
• fair trade food supplies and textiles eco-designed
• sanitary products that have low environmental impact
• waste management
• using paper that is either recycled or comes from
forests that are managed sustainably
• awareness-raising among guests, the service
provider’s employees and its suppliers concerning how to
help protect the environment and avoid waste.
Acting as a responsible purchaser
Limiting the risk of economic dependence
Buyers monitor their suppliers’ economic dependence on
La Poste very closely. Le Groupe decided to cap its
purchases at 20% of suppliers’ annual revenue to reduce
the risk of their becoming overly-dependent on La Poste.
When its purchases exceed this threshold, La Poste’s
buyers warn a supplier of the risk of economic dependence
and monitor this ratio while encouraging the supplier to
look for other customers. When La Poste decides to seek
bids from other suppliers, it observes a process to ensure
that business with dependent suppliers is anticipated and
reduced gradually.
Contractual payment terms comply with the French
Economic Modernisation Act, and La Poste’s general
purchase terms and conditions have been modified
accordingly. La Poste pays supplier invoices within sixty
calendar days after issuance, unless otherwise required
by law. An urgent procedure to pay a supplier within two
weeks can be implemented if the supplier is having cashflow difficulties. Le Groupe La Poste also applies legislative
regulations specific to postal transport laws. La Poste pays
for these services 30 days from the date the bill is received.
In 2015, the Group developed a specific indicator to monitor
payment delays to SMEs; it will be measured for the first
time in 2016.
A commitment to transparency
with suppliers
La Poste is subject to the French code for public sector
procurement (2005-649 of 6 June 2005), which requires
equity and transparency in public tender offers.
The procurement process is regulated to ensure real
competition. To this end, La Poste makes its general
purchasing terms and conditions freely available for
download from the “Suppliers” section of its website
http:// espacefournisseurs.inter.laposte.fr/. The legal
framework requires La Poste to publish all purchasing
transactions involving amounts exceeding a certain
threshold in the Official Journal of the European Union
(OJEU). La Poste decided on a voluntary basis to publish on
its “supplier space” each tender offer for amounts above
€100,000 to improve access to its tender offers. For SMEs,
the website operated by the association Pacte PME
automatically informs its users of all purchasing
opportunities published on the Group’s website.
Moreover, there is a mediator to whom SMEs can bring
their problem with a buyer or a decision maker in the
procurement process.
La Poste selected a vest made with Max Havelaar-certified
fair trade cotton.
Le Groupe La Poste signed the Charter of intercompany
relations governing relations between large corporate
purchasers and SMEs, created by the Médiation du crédit
and the Compagnie des dirigeants et acheteurs de France
(CDAF – the professional organisation of company officers
and buyers in France), which includes ten commitments
to responsible purchasing practices. This charter is
integrated into the code of ethics for procurement.
La Poste takes special care to establish sustainable
relationships with its suppliers and service providers.
The permanence and quality of these relationships are
indispensable for the Group, which needs to rely on skilled
and professional partners who guarantee a high quality
of service.
Developing the group’s
ecosystem and
diversifying its economic
activities
Stimulating new sectors
Le Groupe La Poste, a trusted partner for the regions,
intends to promote its economic development and
competitiveness by deploying offers that respond to the
French society’s challenges (aging of the population,
explosion of digital exchanges, modernisation of the
government, energy and ecological transition, etc.) for its
individual customers, businesses and regional authorities.
La Poste has developed a new range of services in keeping
with its values and specifically to respond to these
expectations.
Develop access to local services,
in particular to benefit the elderly
The Silver economie contract signed with the Ministry of
Productive Recovery and the Ministry for the Elderly and
their Autonomy was an opportunity to develop new
services. A Silver economie project leader was named
in 2015 to develop this offering.
At the occasion of the third Silver economie trade show
in November 2015, La Poste exhibited its vision of the
evolution of the challenges of the silver economy, and
presented the services implemented across sector players
for the benefit of seniors.
123
124
8.
With its partners (Tikeasy, Bayard Presse and Archos),
Le Groupe La Poste also developed a digital tablet called
Ardoiz, sold in 100 post offices in the region Pays de la
Loire since 2015. A user-friendly digital tablet, it facilitates
access to services and social ties.
To go further, La Poste intends to propose directly to
isolated or aging persons those services that would allow
them to maintain contact with their friends and relatives
and to preserve day-to-day quality of life. Some services
are being tested and should be deployed by 2017.
La Banque Postale created a site for caregivers (www.
vivreenaidant.fr).
Over the past several years, La Poste has been developing
local services delivered by postal workers. During the
period from 2012 to 2015, the implementation of these
services has been made possible by providing postal
workers with a connected smartphone: Facteo. More local
services have been added over time, and there are now
seven packages:
Proxi data
Proxi contact
Proxi vigie
Proxi courses
Proxi diag
Proxi equip
Proxi green
Proxi courses: on-demand home delivery of goods,
including cultural ones and medicine, helping the most
isolated households, in particular, people with reduced
mobility;
Proxi equip: the postal worker would install simple
equipment and help people get started using them at
home, which would help reduce the digital divide and
deploy more home services;
Proxi green: collection of recycling material (paper or
other material) during the postal worker’s carbon-neutral
rounds. This contributes to the energy transition and to the
rise in recycling;
Proxi diag: energy meter readings, diagnostics and prediagnostics via the postal worker’s smartphone contribute
to the energy transition;
Proxi vigie: visits to isolated and fragile persons to relay
caregivers. Watching dwellings in the absence of
occupants and notifying when public equipment is
degraded – which contributes to maintaining social ties;
Proxi data: identification of fragile persons to the local
authorities; information-gathering from newly-arrived
persons; public and satisfaction surveys – accompanying
the regional authorities in terms of regional planning;
Proxi contact: explaining delivered documents, relaying
information, gathering or exchanging documents –
contributing to relay public policies and information to
citizens.
Sustainable mobility
Le Groupe La Poste is especially committed to developing
vehicle fleets that are eco-friendly. Combining electric
vehicle orders structured the demand for light, electric
utility vehicles and gave rise to an industrial sector. An
order for nearly 20,000 electric vehicles, including 10,000
for La Poste, was made based on the needs of public
corporations, 20 private companies, local authorities and
the French government, which allowed the industrial
sector to develop.
The Group is developing services to businesses, local
authorities and administrations that would like to reduce
accidents as well as the environmental impact of their
travel. Greenovia is offering a global consulting service to
optimise and diminish the negative impact of travel.
Véhiposte developed a set of tools to monitor vehicle use:
budget simulator, vehicle maintenance record, a best
practice guide for managing vehicles, etc. Mobigreen
offers training in ecodriving practices over 24 months
along with monitoring of energy consumption.
LA POSTE IS ADDING SOCIAL AND SOCIETAL
ASPECTS AS WELL AS A PARTNER TO
RENDER ECOMOBILITY MORE ACCESSIBLE
Renault’s Mobiliz programme, which makes accessible
well-maintained, renovated vehicles at very affordable
prices, is available on La Banque Postale’s platform
“l’Appui” (http://www.at-entreprise-pauvrete.org/projets/
mobilite).
Energy renovation of buildings
Contributing to the objective of the Energy Transition Act
(500,000 housing units renovated per year starting in 2017
to further individuals’ energy transition), La Poste launched
in 2015 a complete service offer oriented to regional
authorities. This offer aims to help them mobilise for the
energy renovation of buildings and to intensify the scale
of their efforts in this area. These services combine an
awareness campaign for those who are concerned by
energy renovation, help in specifying their needs, and
accompaniment in the definition of their project along with
the means to monitor the results achieved. Pilot projects
with two local authorities in France (le Conseil général de
Vendée and le Conseil régional de Picardie) are already
underway. The Group plans to make this offer available as
of 2016.
Renewable energies
By adhering to the RE100 initiative, Le Groupe La Poste
demonstrated in 2015 its engagement to support the
development of renewable energies. The Group also
supports other initiatives that contribute to developing this
sector, such as My Postive Impact, led by Nicolas Hulot.
The circular economy or natural resource preservation
Le Groupe La Poste is invested particularly in initiatives
that promote the collection of sorted waste resources,
and the useful transformation of what has been
collected. This includes recycling of paper and
cardboard and tomorrow, the reuse of used electric and
electronic equipment that has been collected. These
activities are being developed under the brand name
Recy’go, which are oriented first to micro-businesses,
SMEs and networked businesses.
Paper
Launched at the beginning of 2012 with microbusinesses, SMEs, and local authorities, La Poste’s
office paper collection and recycling solution,
Recy’go, has now been rolled out across France.
3,764 companies have chosen this offering as well as
some of La Poste’s internal facilities, resulting in over
21,392 tonnes of paper, of which 5,255 tonnes of which
were collected by postal workers. La Poste has
committed to recycle all the collected paper, and
to do so in France. Most of the sorting for recycling
companies is carried out by structures for integrating
disadvantaged people through work (local partners
and the Nouvelle Attitude subsidiary).
At the beginning of 2015, Recy’go’s services expanded
to include cleaning out archives and destroying
confidential documents thanks to a dedicated container
and to the collection of cardboard packaging. In 2016,
Recy’go plans to test multisite collection of paper to
recycle, a service specifically targeting the public sector.
Used capsules (in partnership with Nespresso) for
businesses
For its corporate customers, Nespresso chose
Le Groupe La Poste to propose its collection services for
their used capsules. Businesses receive recycling bags
and dedicated containers to install in their mail rooms
where the postal workers pick them up on specific
dates determined jointly with each company according
to its consumption. The collected capsules are then sent
to an appropriate treatment centre financed by
Nespresso. Separated from the aluminium, coffee
grounds are then recycled to the agricultural sector or
used as an input to filtrating gardens to remove
pollution from waste water. As for the aluminium, it is
crushed, melted and poured into ingots to be reused.
La Poste and Nespresso intend to go further, and are
already working to extend this collection service
throughout France. This might lead to collecting used
capsules from individuals’ mailboxes or even the
exchange of broken coffee machines.
Mobile telephones
Since March 2015, La Poste Mobile and Recy’go
launched the collection of mobile phones in 4,700 post
offices. The phones will be purchased from individual
customers if they can be reused or recycled.
Batteries
During the first half of 2016, Le Groupe La Poste plans
to test the collection of batteries from 45,000 private
individuals who are equipped with a certified mailbox
(BAL) in the following districts: l’Union, Saint-Jean
(Haute-Garonne département) and Grand Rodez
(Aveyron département). This service will collect all sorts
of batteries except those containing lithium (alkaline
and button batteries, other small batteries, etc.).
The collected batteries will be stored in appropriate
casks on platforms where they will be prepared and
distributed before a certified recycler takes charge
of them.
LA POSTE, FOUNDING MEMBER OF
L’INSTITUT DE L’ÉCONOMIE CIRCULAIRE
(INSTITUTE OF CIRCULAR ECONOMY)
La Poste is one of the eight founding members of l’Institut
de l’économie circulaire (IEC), founded in February 2013.
Composed of private and public sector companies, NGOs
and elected representatives, IEC’s mission is to promote
an alternative economic model inspired by natural
ecosystems. In this model, by thinking from the beginning
about the materials being used to produce something,
what one person throws away can become another’s
resource, either by simply reusing it or by using its
components as raw materials. IEC also seeks to foster
an institutional environment that will promote the
development of this new economy with its first success in
the energy transition law.
125
126
8.
Developing synergies with the social
and solidarity economy
Dynamic alliance: lift-off with the social and solidarity
economy
On 14 October 2014, Le Groupe La Poste and organisations
in the social and solidarity economy (SSE) signed the
creation of Dynamic Alliance. Bringing together more than
40 partners, this alliance grew out of the desire to
encourage regional development and services provided to
people. Dynamic Alliance intends to stimulate innovative
solutions and to put in place new economic models to
respond to the needs of today’s society.
Five major areas for cooperation were determined:
• La Banque Postale’s financial products and services
• the energy transition
• the development of shared spaces
• the development of purchases from the non-profit sector,
in particular from associations in the disabled and
sheltered sector and from those groups helping people get
back to work
• the accompaniment of La Poste’s employees who would
like to put their skills to work for one of the organisations.
During its first year, Dynamic Alliance signed local
agreements in all regions of France. In the Greater Paris
region, agreements were signed in each département. With
the help of the head of IT security, during the first year
software was installed to monitor the progress of Dynamic
Alliance, which includes a public website and an internal
site, “Essor” (Soar). This tool lists the SSE organisations
throughout France which then identifies possible local
partners. Available to all the teams, it is a major tool in the
realisation of Dynamic Alliance.
In 2015, in the framework of the partnership between the
Group and Dynamic Alliance, a first rehabilitation lease
was signed by the Northwest regional office of Poste Immo
with the association Le Chênelet. Under the terms of this
lease, the association will undertake rehabilitation work
including external insulation, setting solar panels in place
to produce hot water and installing a heating system using
wood chips that will significantly improve the energy
performance of the site.
First example of the postal service being provided by an SSE
service provider.
NEW CONTRACT MODELS VALIDATED BY
THE OBSERVATORY OF LOCAL POSTAL
COVERAGE (OPPT)
In the framework of Dynamic Alliance, La Poste Retail
Network would like to identify SSE partners, such as
ESAT(1) or organisations that help disadvantaged persons
get back into the workforce, who could sign a contract to
take over the basic postal service. The contract terms
were defined in 2015 and validated by the OPPT with two
specific texts: one oriented to the SSE organisations in
general and a second one oriented to organisations in the
disabled sector and ESAT in particular.
(1) ESAT – Service establishments and aid through work.
Promote the disabled and sheltered sector as well as
organisations that help disadvantaged people get into
the workforce
Le Groupe La Poste is multiplying initiatives to promote
the disabled and sheltered sector as well organisations
that help disadvantaged people get into the workforce.
In 2015, the Group rolled out a training programme for
procurement among organisations helping disadvantaged
persons back to work, accompanied by two guides, one for
the buyers and another for influential decision-makers
(see page 121) as well as a brochure oriented to
businesses: “How to become a supplier to La Poste”.
At Le Group La Poste’s initiative, the first product and
services market for the disabled market, “Handi Market
Grand Ouest” appeared in Rennes in March 2015. This
professional trade show for human resource directors and
advisors to and directors of purchasing departments in
businesses, associations and local authorities gave a
chance to nearly 70 ESAT and organisations that help
disadvantaged people get into the workforce to present
themselves as natural economic partners and to reinforce
their business network.
GeoPost – a partner for social entrepreneurs
Enercoop
With its numerous novel partnerships to promote
sustainability, GeoPost encourages these different
organisations to experiment prospectively to improve
energy efficiency in its facilities. Its Chronopost subsidiary
chose Enercoop, the first and largest cooperative in
France that provides 100% renewable energy, to supply
its new logistics centre situated in the Beaugrenelle
neighbourhood in Paris, and has become a member
of the cooperative.
Ashoka
GeoPost renewed its partnership with Ashoka in 2014. Via
Ashoka, it supports the identification and accompaniment
of businesses both within and outside France that
specialise in one of a number of activities. These include
urban logistics (delivery, urban security, mutualisation,
city traffic, etc.), communication technologies, packaging
recycling, economic development in disadvantaged
neighbourhoods, and environmental projects that reduce
the impact of carbon. For example, GeoPost launched a
call for projects on “the last kilometre of delivery” to social
entrepreneurs. The objectives: to simplify deliveries for
customers and reduce their environmental impact.
Chronopost supports the project of another Fellow
Ashoka: “Voisin malin” (Clever neighbour) or the possibility
to deliver a parcel to a neighbour in the absence of the
recipient.
Supporting innovation that encourages businesses’
social responsibility
On 26 May 2014, Le Groupe La Poste also launched
Start’inPost, a subsidiary devoted to a complete
programme to incubate, accelerate and support innovative
start-ups: responsible for concept tests, industrial and
commercial development support, consultancy and access
to La Poste’s network, and, in some cases, financing
growth.
The Digital Services business unit is entrusted with the
management of this incubator.
Through Start’inPost, the Group aims to support the
development of start-ups that could stimulate business
in La Poste and in its subsidiaries’ current and future
markets. The projects are selected based on three major
themes, in line with the strategic plan “La Poste 2020:
Conquering the future”, namely, services for business,
e-commerce and more generally professional customers;
services delivered to the home that could mobilise postal
workers; and services that build trust in digital solutions.
La Poste’s operational entities are “industrial sponsors”
for the start-up, particularly to carry out testing under real
market conditions. Start’inPost received €5 million in
initial capital, and sets as its goal to host 24 start-ups each
year when fully operational.
During its 18 months of activity, Start’inPost has put in
contact nearly 65 start-ups with managers in the Group’s
operational units. These meetings resulted in more than
fifteen experiments allowing the start-ups to test their
offerings under real conditions in different areas: big data,
e-marketing, collaborative economy, silver economy, etc.
Start’inPost helps to put start-ups in touch with managers.
The four following examples of accelerated start-ups
perfectly illustrate Start’inPost’s objective to accompany
the best start-ups that relate closely to the Group’s
strategy:
• DOZ, specialised in digital marketing, is collaborating
with Mediapost Communication. They are proposing an
one-stop platform to manage a multi-channel marketing
campaign
• Shippeo, specialised in optimising and monitoring
logistics transport in real time, is testing its solution with
Viapost, an e-logistics subsidiary of La Poste
• Cults3D, a catalogue of free models for designers of 3D
printing and 3dSlash, a modelisation tool, have enriched
the Group’s 3D printing offering, which is now accessible
on-line at impression3D.laposte.fr and no longer only in
post offices.
127
NEW FORMS
OF SOLIDARITY
FOR BETTER
SOCIAL INCLUSION
P.130 La Poste and its employees promote solidarity
134 La Poste’s museum
135 The committee for history: support for research in history
135La Fondation La Poste transmits culture, solidarity and innovation through writing
Le Groupe La Poste is convinced that for sustainable regional
development, it is fundamental to improve the quality of life of the
inhabitants and to include them in society. To do this, the Group
is creating, driving and supporting solidarity initiatives in order
to render less isolated rural areas and disadvantaged urban
neighbourhoods, to prevent all forms of financial exclusion,
deterioration of social ties and disconnect from employment, etc.,
by focusing on two activities, namely, access for vulnerable people
to culture and education and the creation of local employment.
The Group or directly its business units or its subsidiaries support
associations and create innovative solutions with them. Everywhere
at La Poste, employees’ voluntary engagement is facilitated so that if
they wish to do so, they can give of their time or their skills to the
cause of their choice.
Key figures of activities supporting communities
2015
La Poste
Budget (€ million)
La Poste deductible philanthropy
of which:
– La Poste’s business foundation
– Opération Pièces Jaunes (March of Dimes) and Telethon
6.5
Support for referees “We are all referees”
0.2
Budget of La Poste’s Museum
3.5
Budget of the Committee for History
La Banque Postale La Banque Postale deductible philanthropy of which:
– L’Envol le Campus de la Banque Postale
GeoPost
Support to Institut Pasteur and Ashoka
1
1
0.08
3.2
1.7
0.17
129
130
NEW FORMS OF SOLIDARITY
FOR BETTER SOCIAL INCLUSION
9.
A KEY PARTNERSHIP WITH WWF
Within the framework of a partnership with the World
Wildlife Fund (WWF) launched in 2008, La Poste first
performed an assessment of the environmental risks
associated with its postal activities.
La Poste and its
employees promote
solidarity
The initiatives aimed at social inclusion focus on
combating financial precarity, helping people access and
return to work, and supporting entrepreneurship and
everyone’s implication in the regions.
Combating financial precarity
In October 2012, La Banque Postale created a think tank
to develop new practices to respond to the needs of
customers in financial precarity. This club(1), called
“Initiative against banking exclusion”, aims to:
• advance mutual awareness and interaction between
people in financial difficulty and banking and other
professionals
• learn together to elaborate and experiment products,
services and practices, taking into consideration the
expectations of these groups
• and promote and defend, in particular to public officials,
the most relevant solutions that were imagined
collectively.
In 2013, this agreement was renewed for an additional
three years, and is now mainly focused on philanthropic
support for WWF’s conservation work, in particular its
actions to promote reforestation and the sustainable city.
new initiatives to avert banking and financial exclusion.
Groups of volunteers from these organisations were
formed to listen to people in financial precarity as well as
to discuss banking subjects with them in order to perfect
banking practices and to understand better their needs.
Finally in 2015, 165 postal workers, in partnership with the
local missions, the Restos du Cœur, le Secours populaire,
PIMMS, Face, etc. led budgeting and financial workshops
to promote autonomy in managing personal budgets.
Aiding youth and vulnerable persons
into the workplace
Le Groupe La Poste gets involved in helping vulnerable
persons find work by relying on the expertise of its partners
(“Nos quartiers ont des talents”, “École de la 2e chance”,
“L’Envol, le campus de la Banque Postale”, etc.), in particular:
• informing the most vulnerable young people and jobseekers about its jobs and more generally about sectors
where there are job openings
• developing mentoring and sponsorship programmes for
young people and vulnerable people by postal workers
• and helping them gain access to culture.
500
Nearly
mentors committed to helping disadvantaged
youth succeed.
A focus group was set up during the year to discuss bankingrelated subjects.
In 2015, two organisations, ANDML(2) and Soliha(3), joined
this think tank, which includes groups from the labour,
associative and banking worlds. They would like to develop
Commitment in favour of disadvantaged
neighbourhoods
Located everywhere in France, La Poste signed a national
commitment to help young people from disadvantaged
neighbourhoods into the workplace by offering them
prospects for developing skills and access to employment
or to start their own business, and by supporting their
relationship with the professional world.
In addition, La Poste is a partner with the association:
• “Nos quartiers ont des talents” (Our neighbourhoods have
(1) Members of the “Initiative against banking exclusion” are as follows: Adie, L’Armée du salut, ATD Quart Monde, La Banque Postale, Crésus, the French Red Cross,
Emmaüs France, Habitat et Humanisme, les Restos du Cœur, Secours catholique, le Secours populaire and UNCCAS. (2) ANDML: Association nationale des directeurs de
mission locale (National association of directors of local missions – an organisation helping youth to integrate in society). (3) Soliha: Solidaire pour l’habitat (Housing
solidarity – an organisation helping people obtain decent housing).
talent) to professionally integrate young graduates from
priority neighbourhoods and disadvantaged social
backgrounds
• employees may volunteer to mentor these young people
by helping them master basic knowledge and preparing
them to enter the professional world through short
internships in the company.
NOS QUARTIERS ONT DES TALENTS
(OUR NEIGHBOURHOODS HAVE TALENT)
In September 2015, Le Groupe La Poste renewed for
three years its partnership with the association “Nos
quartiers ont des talents” (Our neighbourhoods have
talent). This group organises mentoring for young high
school graduates plus three or four years of higher
education by senior managers who help them find a job.
Today, the scope of the programme has been extended
to all youth from underprivileged backgrounds:
disadvantaged neighbourhoods, rural areas or disabled
persons. 61 employees already mentored 174 young
people. The Group contributed to and participated in
a white paper on mentoring presented in autumn 2015
to the President of France.
Supporting high potential disadvantaged youth
L’Envol, the campus of La Banque Postale
To assist talented youth from underprivileged
backgrounds, urban as well as rural, and accompany them
in a wide diversity of careers and educational programs,
“L’Envol, le campus de La Banque Postale”, created in 2015
the programme, “professional track”. Targeted to students
in vocational schools enrolled in training for the food,
art and metal-working sectors, it complements the
programme for students in technical and general high
schools, and helps them realise their potential, and thanks
to individual mentoring, to enter excellent technical and
general high schools.
Graduation day photo of the L’Envol 2014-2015 students at the
La Banque Postale campus.
“L’ENVOL” IN NUMBERS
At year-end 2015, “L’Envol, the campus of La Banque
Postale” is:
– 30 academies participating
– more than 700 hours of individual tutoring
– 213 students in total from four classes from 2012
to 2015
– 395 mentors
– 100% success rate at the high school final exam in 2015.
Accompany drop-outs through second-chance schools
In March 2015, La Poste and the network of the
second-chance schools (École de la 2e chance –
E2C) renewed their partnership for three years. La Poste
is now a member of the Foundation of the second-chance
schools network, which includes 43 schools and
14,385 young people under 26 years old who left the school
system. To accompany these young people, La Poste (which
also makes a major financial contribution via the French
apprenticeship tax) developed an original action programme
for:
• raising self-esteem of the young people in photography
workshops
• facilitating their access to culture with writing workshops
that are supported by La Poste’s Foundation oriented to the
Clara prize and art initiation programmes coordinated by
La Poste’s museum (see page 134)
• learning in a workshop to use new information and
communication technologies (connected objects, big data
and IT systems, etc.)
• giving them the tools to find a job (by presenting the
professions at La Poste and leading workshops and panels
to prepare them for job interviews)
• and including them in events at La Poste so they can learn
greeting and communication jobs.
Regional partnerships for the same purpose have been
established with EPIDES and “les cafés de l’Avenir” in the
Paris region.
Fully accompanying youth in difficulty: a partnership
with the Foyer de Cachan
The partnership between La Poste and the Foyer de Cachan
was strengthened to develop an original model for
partnerships with associations accompanying youth in
difficulty. The goal is to maximise their chances to succeed
at school and get integrated into the workplace with:
• a programme of mentoring young high school students
by volunteer postal workers (during 2014/2015 and
2015/2016, eight mentor and student pairs were
established)
131
132
9.
•postal workers who give talks to encourage young people
to enter professions for which they receive training
(in particular, sales) and answer their questions
•and CSR courses in order to make students aware of the
global challenges of tomorrow.
These methods could be repeated within other
partnerships and regions to strengthen the effectiveness
of the activities targeted to these people.
100 YEARS OF ACCOMPANIMENT
Over the past 100 years, La Poste has
accompanied Le Foyer de Cachan, an
association (officially recognised as of public
utility) that operates a vocational high school
under contract with the French Department of Education
(l’Éducation nationale). Le Foyer de Cachan educates youth
who are facing learning, family or environmental
difficulties (postal workers’ children receive preferential
conditions).
Contributing to training in tomorrow’s skills
The following two examples show how the Group is
undertaking new ways to train people in difficulty:
Web@cadémie
To continue its activities helping people in difficulty enter
the workforce, Docapost formed a partnership with
Web@cadémie, a school that trains in web design skills
youth from 18 to 25 who did not obtain a high school
diploma. The pedagogy in this school is particularly
innovative – it is based on completing projects based on
company’s real needs. In this way, it develops students’
capabilities to adapt and train themselves, both of which
are indispensable in the IT professions.
After the first year of intensive training at the school, these
young people then enter into a professional contract for
one year during which they are compensated by the
company where they work. During the first year of this
partnership, a dozen young people joined the IT teams in
different units of Docapost.
B.A.ba Solidarité
With the cleaning service providers at its head office,
La Poste continued in 2015 a programme to accompany
10 illiterate cleaning employees by 28 volunteer postal
employees. They receive basic professional skills (reading,
writing, counting, measuring) to advance in their sector
and learn to use digital tools. All received a certificate at
the end of the programme in which the Group’s employees
and those of the cleaning service providers commit to an
approach of shared progress.
A new action will be launched at the end of 2016 within the
future “La Poste village”.
LA POSTE RETAIL NETWORK REWARDED
FOR THE ENGAGEMENT OF ITS POSTAL
WORKERS ON A VOLUNTARY BASIS TO
VULNERABLE CLIENTELE
The “R Awards” reward each year the delivery companies
and those that offer a point of sale service which have
implemented or initiated a remarkable responsible
action.
In December 2015, La Poste Retail Network won the
special jury prize for the engagement on a voluntary basis
of its postal workers to a vulnerable clientele. This award
recognised the various actions taken by the CSR
department of the Retail Network in association with
La Banque Postale. In particular, it showed appreciation
for the postal workers who volunteered for regular
banking and entrepreneurial pedagogical missions to
partner associations’ clientele.
The “R Awards” are organised by working committee
experts of the association “Club Génération Responsable”.
They were given out to La Poste Retail Network during
the COP21, in the presence of the heads of the Ministry of
Ecology, the French Franchising Federation, and delivery
companies.
Supporting entrepreneurship
The Group encourages entrepreneurship through tutoring
and financial philanthropy as shown in the following
examples:
• with “Entreprendre pour Apprendre” (Learn through
entrepreneurship), to accompany high school students
that create mini-businesses. In particular, this activity
helps them discover the world of business and how a
company functions. There is coaching of start-up
entrepreneurs with “Planète Adam”.
• GeoPost supports the work of Ashoka, an international
organisation recognised for having named, created and
launched social entrepreneurship. This partnership,
renewed for the period 2014-2016, involves financial
assistance provided in Europe for Ashoka’s Fellows
programme, particularly in the areas of mobility and
employment.
• Since June 2011, La Banque Postale is supporting the
collaborative economy thanks to a partnership signed with
KissKissBankBank (KKBB), a crowd-funding platform that
lets entrepreneurs collect funds from their entourage and
the public at large. Each month, La Banque Postale
finances up to 50% of one selected project. 57 projects
have been supported since the partnership was launched.
Since 2013, this partnership also includes “hellomerci”,
a platform for solidarity loans between individuals. More
than 20 projects received La Banque Postale’s support on
this platform.
• In 2015, La Banque Postale continued its participation in
the “Social Cup”, the first competition in France for social
entrepreneurship by students, launched by KKBB and
MakeSense. More than 450 students entered more
than 80 innovative social entrepreneurship projects in
the 12 participating cities during this second competition.
The 12 finalist projects were awarded a financial
contribution from La Banque Postale for their first crowdfunding campaign launched on KKBB.
• Le Groupe La Poste launched in summer 2015 the Web
site Les Élanceurs (http://www.
leselanceursdugroupelaposte.fr), a site dedicated
to more responsible, solidarity, and ecological initiatives
that are multiplying across the country. The objective is
to present them and demonstrate that individuals,
businesses and local authorities are starting-up activities
in a different manner everywhere. In making these
initiatives accessible, the Group hopes to augment and
share their growth, thereby promoting their development.
Through interviews, panels and mostly through local
reporting, celebrities, innovators and entrepreneurs are
talking about future trends and possible ways to develop.
It is a real source of inspiration targeting microentreprises, SME, local authorities and large corporations.
Les Élanceurs would also like to be a trampoline for
start-up initiatives. “Le trophée des Élanceurs”, launched
at year-end, was a major success, with 170 projects
submitted.
La Poste and employees’ engagement
in the regions
Le Groupe La Poste’s engagement in major national
causes or to general interest projects
• For more than 30 years, the Group has been a partner
of the charity Pièces Jaunes (Yellow Coins) to improve
the life of hospitalised children (one million piggy banks
in post offices and one million thank you cards delivered
to children by postal workers).
• The Group is also a partner of the Téléthon (which
collects funds to finance research against muscular
dystrophy and to accompany ill people). In 2015, nearly
1,000 volunteer postal workers contributed to the success
of the Téléthon by processing the donation promises in the
promise centres, and operation resulted in a check of
329,472 euros to the Téléthon.
• In 2015, the Group gave a check of €1,788,236
to “La Croix-Rouge” (the Red Cross), of which it has been
a partner over the past 101 years.
• Over the past nine years, the Group has been a partner
of “Tous arbitres ” (We are all referees), a programme
to accompany and show appreciation for referees in
collaboration with the federations and professional
leagues of soccer, rugby, handball and basketball.
The French Red Cross.
• Over the past eight years, Le Groupe La Poste has been
supporting its employees’ commitment to solidarity
missions internationally, by financially supporting two
associations, Planète Urgence and France Volontaires.
Thanks to La Poste’s philanthropy, more than 500 leaves
of absence for international solidarity missions were
organised. More than half of them concerned teaching
youth or adults. The postal workers have also given of their
time and professional and personal skills to local
associations in 21 countries (Argentina, Cambodia, Gabon,
Madagascar, Morocco, Nepal, Peru, Senegal, Zimbabwe,
etc.) to develop or preserve biodiversity. Starting in 2016,
the employees who want to give of their time and skills
will be directed to those regional causes that are closest
to them. These include programmes for social integration
of youth in France such as l’Envol, le campus de La Banque
Postale, Nos quartiers ont des talents, le Foyer de Cachan,
Café de l’Avenir, les EPIDE, etc.
Supporting and acknowledging postal workers
who are committed
• In order to promote volunteer activities and show
appreciation for the employees who do volunteer, the
Group organised the first Volunteers’ week in April 2015.
The regions organised activities for postal employees
including meetings between associations and postal
employees who wish to volunteer and debates, etc.
With nearly 70 well-attended events throughout the
country, the success of this first operation demonstrated
the willingness of postal employees to volunteer. This
operation also shows appreciation for the contributions
of employee associations.
• Through its numerous partnerships and the active
support of the employee associations (ATHA – Association
des travailleurs handicapés [Association of disabled
workers]; UNASS Union nationale des secouristes et
sauveteurs – [National union of first aid workers and
rescuers]) who work well beyond the sphere of postal
employees, but also through active promotion and
recognition of volunteering within the employee
133
134
9.
associations, La Poste facilitates the engagement of its
employees in employee associations and appreciates their
activities.
• In the framework of the social action policy of Cogas
(Conseil d’orientation et de gestion des activités sociales
[Orientation and management of social activities council]),
La Poste’s national leadership of social activities (DNAS –
Direction nationale des activites sociales) organised for the
third year « la Bourse Solidarité de l’action sociale »
[Solidarity exchange for social activities]. The purpose
of this event is to highlight and reward the engagement
of postal workers in solidarity activities.
In 2014 and 2015, this contest was dedicated to the postal
workers’ many projects, actions and initiatives concerning
disability. The postal workers dedicated their time to these
activities outside their work hours and on a voluntary
basis, and 12 of them received an award.
“Knowing how to write gives one the
capability to accomplish daily tasks as
well as those of professional life. It
allows freedom of expression, reflection
and can even be pleasurable. It is a way
to come into contact with others and to
listen to them in return – notably thanks
to all forms of correspondence.”
La Poste and the values of our company
were born with letters. Due to the
central, personal and societal role of
writing, the company’s Foundation,
wishing to be that of all postal workers,
is dedicated to promoting writing for
everyone and in particular for those who
find themselves excluded from it.”
Dominique Blanchecotte
Executive Officer
of La Fondation La Poste
and Director of culture
and heritage
La Poste’s museum
La Poste’s Museum, whose collections are certified
“Museum of France”, is a place for presenting, conserving
and transmitting knowledge about the postal heritage of
France. A historical repository, this museum also intends
to bear witness to the present and future of Le Groupe
La Poste. From horse carriage drivers’ boots to the heroes
of l’Aéropostale, through the panorama of 150 years of
French stamps, the collections of La Poste’s Museum tell
a story, not only of a company, but also that of everyday
France. The museum conserves and displays historic,
artistic, philatelic and scientific heritage that include
collection pieces as diverse as the first maps of mail
routes, the uniforms of postal workers, artists’ models,
stamps, common objects and finally, a major collection
of mail and postal art.
La Poste’s Museum encourages the largest possible public
to view its collections, and in particular people who are not
familiar with cultural institutions. Guided tours are
organised for groups of school children and their teachers.
The Museum is committed to make culture accessible
to everyone. With the support of the National Agency to
Overcome Illiteracy (ANLCI – Agence nationale de la lutte
contre l’illettrisme), it offers to associations from the
Greater Paris region and their group members free access
to all its cultural activities and offerings including
educational packages, creative workshops and training.
In 2015, 1,740 persons, of which 228 youths from the
Second-chance schools in the Greater Paris region
benefitted from these programmes.
REINVENTING LA POSTE’S MUSEUM
Inaugurated in 1973, La Poste Museum’s building will
soon undergo a major make-over. In April 2015, a large
renovation project began at 34 boulevard de Vaugirard in
Paris. By 2017, the building should re-open as a space for
contemporary culture.
Initially conceived as rendering the museum accessible
for disabled persons, the project is also reaffirming the
museum’s cultural and heritage ambition to take its place
among French museums. The plan is to upgrade the
building completely with a new museum and architectural
concept.
The operation incorporates novel and ambitious
environmental objectives for a museum, in particular the
certificate of High Environmental Quality, accessibility for
everyone and a place for social integration.
The committee
for history: support
for research in history
Created in 1995 under the auspices of La Poste’s President
and CEO, and represented by the director of culture and
heritage, the Committee for History of La Poste (CHP)
consists of postal employees and university researchers.
CHP’s role is to contribute to enhancing knowledge about
La Poste’s history from before the French revolution
(l’Ancien Régime) through to today with respect to several
themes. These include the history of the state and
institutions, but also the history of people and their
professions, business, and technical practices in French
society. The CHP evokes and encourages research about
the history of postal institutions, spreading knowledge and
building relationships with similar associations and
organisations, both within other businesses in France as
well as in other countries.
CHP’s objectives are to:
• constitute an archive of oral and written material by
gathering actors or witnesses’ recollections and testimony
of life at La Poste;
• organise periodically autobiographical contests based on
life stories; establish inventories, guides and statistical
yearbooks;
• orient, promote and stimulate research by granting
scholarships to masters and doctoral students as well as
for postdoctoral research;
• promote research about postal history by organising
seminars and research days or by participating in these
activities;
• and spreading and publishing interesting research
results about La Poste’s history.
Thanks to the CHP, social science researchers have the
possibility to cast light upon changes in society.
La Fondation La Poste
transmits culture,
solidarity and innovation
through writing
Created in 1995, La Fondation La Poste supports the
written word.
Both cultural and social, La Fondation La Poste has as its
main goal to support the written word in so far as it
embodies Le Groupe La Poste’s values, especially those
of proximity, confidence, innovation and solidarity.
In this way, it encourages with a special concern for quality
and with eclecticism:
• letter writing: publishing letter correspondence in all its
diversity and works that enhance it as well as the events
that increase their value by interacting with other arts or
forms of expression;
• novel and lively writing: awarding prizes to reward this
writing, thereby encouraging talented youth who link
written texts to music. This effort also includes the
exploration of new forms of writing, in particular electronic
writing, its practice and possibilities (La Fondation
publishes the on-line newsletter FloriLettres –
www.fondationlaposte.org);
• writing for everyone: benefitting people who are
excluded or on the way to being excluded from the
practice, mastery and pleasure of the written word, for
whatever the reason (underprivileged neighbourhoods,
difficult situations, etc.). This effort is in line with the
tradition of solidarity at La Poste and among its
employees.
The Foundation works to distribute its activities throughout
France, including overseas. It would like postal workers to
participate, as actors or beneficiaries, by joining the efforts
of associations, attending festivals, more easily purchasing
books, and transmitting culture.
In 2015, the Foundation financed 118 initiatives that
illustrate the Group’s values and its civic commitment.
In particular, 46 associations benefitted from La Fondation
La Poste’s support to implement initiatives that promote
writing for everyone such as animating writing workshops
for prison populations, adolescents in therapeutic work,
cancer patients and their entourage, youth who dropped
out of school and would like to start back again, nursing
home residents and their caregivers, or fun activities for
children who have difficulty reading and writing. Any and
all means are used to improve access to reading and
writing so that everyone can find or find once again one’s
place in society, or a connection with oneself and others.
135
136
9.
Solidarity activities 2015
MAINLAND FRANCE
Bretagne – 1
Therapeutic center of the
middle and high school
Étienne Gourmelen
Illustrated tales,
Association Travesías, Blosne
neighbourhood, Rennes
Citad’elles at the
Penitentiary centre of Rennes,
Association les
Établissements Bollec
Kolibri workshop in
Le Mans in the university
hospital, Association
L’Enfant@l’hôpital (Association
Children at hospital)
Centre – 2
Writing Futures, Centre
culturel de rencontre, Abbaye
of Noirlac, (Cultural meeting
centre of the Abbey of Noirlac)
Auvergne – 3
Association semaine
de la poésie, (Poetry week
association), Detention
centre in Riom
Aquitaine – 4
Writing workshops in juvenile
psychiatry at hospital in Limoges,
Association L’Enfant@l’hôpital
(Association Children at hospital)
Writing workshops,
Association Libreplume
Midi-Pyrénées – 5
”Read and Elect” association
RÉEL, Recherche à l’école pour
écrire et lire (Association real,
research at school to write and
read) in Montauban
Languedoc-Roussillon – 6
Association Uni’sons in
Montpellier, La Paillade
”Recreation, recreation.
A funny journey with words,”
association La Fabrikulture,
Hôpital of Sète
9 – Nord-Pas de Calais
9
11
10
1
2
3
8
4
12
Writing workshops,
City of Lens. Restitution
of writing workshops
and a theater performance,
“Un autre regard” at the Municipal
Theatre Le Colisée
Kolibri workshop
in Villeneuve-d’Ascq, in the
Centre de rééducation fonctionnelle
Marc Suatelet, Association
l’Enfant@l’hôpital (Association Children
at hospital)
10 – Champagne-Ardenne
5
6
7
”Experiencing together
the writing festival in Champagne
Ardenne,” association Initiales
11 – Lorraine
ProvenceAlpes-Côte d’Azur – 7
Kolibri workshop in Marseille
in the Institute for Mobility
Rehabilitation Saint Thys,
Association l’Enfant @l’hôpital
Words for dreaming,
association Mot à mot
(Association Word for Word)
Collection of souvenirs,
Ouvre-boîte Production
(Open box production) in Marseille
Rhône-Alpes – 8
”Radio waves to write it,
tell it, share it” association
Prado Rhône-Alpes
L’Apprenti’Bus (Apprentice
Bus), Association Sport dans la
ville, (Sport in the city association)
in the Rhône-Alpes region and in
the Greater Paris region
psychiatry at hospital in Lyon,
Association l’Enfant @l’hôpital
Hip Hop Opéra in Lyon
Café Mix,
Café Revue number 2, association
Cafés Littéraires de Montélimar
psychiatry at hospital in Valence,
”Writing challenges”,
12th edition, Association CRILL 54,
Centre de ressources en illettrisme, of
the Meurthe-et-Moselle département
Okilélé – Discover the difference,
Fédération Départementale des
Foyers Ruraux de Meurthe-et-Moselle,
(Departmental federation of rural
households in Meurthe and Moselle)
12 – Alsace
psychiatry at hospital in Strasbourg,
Plaisir d’Écrire, 16e édition,
(The Pleasure of Writing), CRAPT,
CARRLI
Second-chance school
present right across
France
Emergency plan
present in 36 countries
137
Solidarity activities 2015
ÎLE-DE-FRANCE
95
95 – Val-d’Oise
“La vie comme un Journal”,
Compagnie le Théâtre du Cristal
à Éragny-sur-Oise
The traveler Van Gogh, ASCS
– association sportive et
socio-culturelle de la maison
d’arrêt, (ASCA sport
and social-cultural activity in
prison association), Osny
”Travelogues” association
100 Transitions, in Gonesse
78 – Yvelines
Kolibri workshop in Mantesla-Jolie hospital, Association
l’Enfant @l’hôpital (Association
92 – Hauts-de-Seine
Association L’Élan retrouvé
(Momentum regained association)
Writing workshops,
association Parenthèse,
Clamart
91 – Essone
Writing workshop in the
Fleury-Mérogis prison,
association “Fleury en scène,
de la prison à l’Odéon”
78
93 – Seine-Saint-Denis
92 7593
94
77
91
Kolibri workshop
in Aulnay-sous-Bois in Hospital
Robert Ballander, Association
l’Enfant @l’hôpital (Association
75 – Paris
77 – Seine-et-Marne
Regards croisés
(Exchanging perspectives)
in the Meaux-Chaconin prison,
association le Trait d’Union 77,
(Hyphen 77 association)
Writing workshop
“La citoyenneté” (citizenship)
Maison de la Jeunesse
et de la Culture du Pays de Meaux,
(Youth and culture centre
of the Meaux district)
Writing workshop,
Dynamism and workplace
integration space Le Verger,
association Aurore, in Mitry-Mory
Regional residence
for an artist in a school,
Théatre ouvert (Open theatre)
Adult literacy courses,
association ATOUTS COURS,
in Paris 18e and surrounding
arrondissements
B.A.ba – tutoring and fighting
illiteracy, head office of Le Groupe
La Poste and l’Enseigne La Poste
Un tremplin pour l’avenir,
association Des Jeunes et des Lettres
94 – Val-de-Marne
Microlycée
(micro high school) 94,
in Lycée Jean Macé
(Jean Macé high school)
DOM
Martinique
Guadeloupe
Réunion
Coup de Pouce Clé
in Guadeloupe, Martinique
and La Réunion,
Association Coup de Pouce
972
971
974
Réunion
Writing about the First World War,
Association Commémoratifs in Saint Denis
de la Réunion
10
APPENDICES
P.139 Appendix 1 – Reference Table GRI-G4
149 Appendix 2 – Table of indicators
161 Appendix 3 – Reporting methodology and coverage of indicators
163 Glossary
139
Appendix 1
Reference Table GRI-G4
Article 225 of the Grenelle II law and global Compact COP
N/A = Not applicable / N.av. = Not available / N.g. = Not given
RD = Registration Document / CSRR = CSR Report / LGLP = Le Groupe La Poste / LBP = La Banque Postale / LP = La Poste (Head quarter)
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Chapter
CROSS-REFERENCE TABLE
Pages
Description
Scope
GRI No.
Document
REFERENCE GRI-4
LE GROUPE LA POSTE
GENERAL ELEMENTS OF INFORMATION
1. STRATEGY AND ANALYSIS
G4-1
Statement from the most senior decision
maker of the organisation about the relevance
of sustainability to the organisation and its
strategy for addressing sustainability
LGLP
CSRR 2
G4-2
Description of key impacts, risks and
opportunities
LGLP
CSRR
8 and following
29 and following
I.2.a.1
A
2.2 – 2.2a
3.1 – 3.1e
1
3
I.2.a.1
A
2.1 – 2.2
3.1.a
5.1 – 6.1
2. ORGANISATIONAL PROFILE
G4-3
Name of the organisation
LGLP
CSRR 8
1
I.2.a.1, 2,
4
II.3.c.2
B
G4-4
Primary brands, products and services
LGLP
CSRR 14-15
1
I.2.a.1, 2,
4
II.3.c.2
B
G4-5
Location of headquarters
LGLP
CSRR 8
1
I.2.a.1, 2,
4
II.3.c.2
G4-6
Countries where the organisation operates
LGLP
CSRR 12-13
1
I.2.a.1, 2,
4
II.3.c.2
G4-7
Nature of ownership and legal form
LGLP
CSRR 8
1
I.2.a.1, 2,
4
II.3.c.2
G4-8
Markets served
LGLP
CSRR 14
1
I.2.a.1, 2,
4
II.3.c.2
APPENDICES
10.
1
I.2.a.1, 2,
4
II.3.c.2
6
I.1.a.1.2, 4 COP
I.1.a.2.1, 2 6 to 8
CSRR 79
6
I.1.e.1
CSRR 119 and following
8
I.2.a.1, 2,
4
II.3.c.2
CSRR
1
I.3.c.1
G4-9
Scal of the organisation
LGLP
CSRR 8
G4-10
The workforce.
LP and
LGLP
CSRR
G4-11
Percentage of all employees covered
by a collective bargaining agreement.
LGLP
G4-12
Description of the organisation’s supply chain
LGLP
G4-13
Significant changes during the reporting period LGLP
12
78 and following
9
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Document
Description
Scope
GRI No.
Chapter
REFERENCE GRI-4
LE GROUPE LA POSTE
Pages
140
COP
6 to 8
COP
2
Commitments to external initiatives
G4-14
Precautionary approach or principle
LGLP and
LBP
CSRR 52
G4-15
Externally charters, principles or other
initiatives
LGLP
CSRR
G4-16
Membership of associations (such as industry
associations) and national or international
LGLP
advocacy organisations
4
COP
1
22 and following
48
2
4
COP
1 to
21
2
COP
15 to
17
2.3 – 2.3c
3. IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
I.2.a.1, 2,
4
II.3.c.2
PG2, PG4
G4-17
List of all entities included in the organisation’s
consolidated financial statements or equivalent LGLP
documents
RD
G4-18
Process for defining the report content
and the aspect boundaries
LGLP
3
G4-19
List of material aspects
LGLP
3
G4-20
Aspect boundary within the organisation
for each material aspect
LGLP
3
PG2
G4-21
Aspect boundary outside the organisation
for each material aspect
LGLP
CSRR 30
3
PG2
G4-22
The effect of any restatements of information
provided in previous reports, and the reasons
for such restatements
LGLP
CSRR 161
10
PG1
G4-23
Significant changes from previous reporting
periods in the scope and aspect boundaries
LGLP
CSRR 161
10
PG1
389
PG4
8.4 – 8.4.a
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Pages
Document
Description
Scope
GRI No.
Chapter
REFERENCE GRI-4
LE GROUPE LA POSTE
141
4. STAKEHOLDER ENGAGEMENT
Stakeholder engagement
G4-24
List of stakeholder groups engaged
by the organisation
LGLP
2
I.3.b.1
COP
21
G4-25
Basis for identification and selection
of stakeholders with whom to engage
LGLP
2
I.3.b.1
COP
21
G4-26
Approaches to stakeholder engagement
LGLP
2
I.3.b.1
COP
21
G4-27
Key topics and concerns raised through
stakeholder engagement
LGLP
2
I.3.b.1
COP
21
5. REPORT PROFILE
G4-28
Reporting period (such as fiscal or calendar
year) for information provided.
LGLP
CSRR 161
10
G4-29
Date of most recent previous report (if any)
LGLP
CSRR 161
10
G4-30
Reporting cycle (such as annual, biennial…)
LGLP
CSRR 161
10
G4-31
Contact point for questions regarding
the report or its contents
LGLP
CSRR 161
10
GRI content index
G4-32
“In accordance” option chosen by the
organisation
LGLP
CSRR 9
1
8.6 – 8.6a
– 8.7 –
8.7a – 8.8
– 14.2
– 14.2a
PG3
External assurance
G4-33
The organisation’s policy and current practice
with regard to seeking external assurance for
the report
LGLP
RD
110
PG5 to 7
D
COP
1, 20
8.6 – 8.6a
– 8.7 –
8.7a – 8.8
– 14.2
– 14.2a
COP
1, 20
1.1 – 1.1a
6. GOVERNANCE
Governance structure and composition
G4-34
Governance structure of the organisation
LGLP
4
G4-35
Process for delegating authority for economic,
environmental and social topics
LGLP
RD
234
CSRR 53
4
G4-36
Executive-level position or positions with
responsibility for economic, environmental and
social topics
LGLP
RD
234
CSRR 53
4
G4-37
Processes for consultation between
stakeholders and the highest governance body
on economic, environmental and social topics
LGLP
CSRR
45
53
4
1.1a
APPENDICES
10.
G4-38
Composition of the highest governance body
and its committees
LGLP
4
G4-39
Report whether the Chair of the highest
governance body is also an executive officer
LGLP
4
G4-40
Nomination and selection processes for the
highest governance body and its committees
LGLP
4
COP
1, 20
G4-41
Report whether conflicts of interest are
disclosed to stakeholders
LGLP
CSRR 44
4
COP
1, 2,
20
Pages
Description
Scope
GRI No.
CDP 2016
Climate
Change
Global
Compact
Document
Grenelle II
REFERENCE GRI-4
LE GROUPE LA POSTE
Chapter
142
Highest governance body’s role in setting purpose, values and strategy
G4-42
Highest governance body’s and senior
executives’ roles
LGLP
CSRR 45
4
Highest governance body’s competencies and performance evaluation
G4-43
Measures taken to develop and enhance the
LGLP
highest governance body’s collective knowledge
CSRR 45-46-51
4
I.2.a.2
G4-44
Processes for evaluation of the highest
governance body’s performance with respect
to CSR
LGLP
CSRR 45-46
4
I.1.a.3.1,
2
I.2.a.1
COP
1
Highest governance body’s role in risk management
G4-45
Report the highest governance body’s role
LGLP
RD
234
CSRR 44
4
G4-46
The highest governance body’s role in reviewing
the effectiveness of the organisation’s risk
LGLP
management processes
RD
234
CSRR 45
4
G4-47
Frequency of the highest governance body’s
review of risks and opportunities
CSRR
LGLP
45
57
D
COP
1, 20
2.1 – 2.1a,
b, c
2.1 – 2.1a,
b, c
4
D
COP
1, 20
2.1 – 2.1a,
b, c
COP
1, 20
1.2 – 1.2a
Highest governance body’s role in non-financial reporting
G4-48
Report the highest committee or position that
formally reviews and approves the
organisation’s sustainability report
LGLP
4
Remuneration and incentives
G4-51
Remuneration policies for the highest
governance body and senior executives
LGLP
CSRR 47
4
G4-52
Process for determining remuneration
LGLP
CSRR 47
4
G4-53
Report how stakeholders’ views are sought and
LGLP
taken into account regarding remuneration
CSRR 47
4
G4-54
Ratio of the annual total compensation for the
organisation’s highest-paid individual
CSRR 47
4
LGLP
I.1.a.3.1
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Chapter
Pages
Description
Scope
GRI No.
Document
REFERENCE GRI-4
LE GROUPE LA POSTE
143
7.ETHICS AND INTEGRITY
G4-56
Codes of conduct and codes of ethics.
LGLP
4
G4-57
Helplines or advice lines for employees
LGLP
4
G4-58
Whistleblowing mechanisms or hotlines
LGLP
4
II.3.d
COP
12
MANAGEMENT APPROACH
Disclosure on Management Approach
Specific Standard Disclosures and all above
items
30-31 and
following
3
Market Presence
9
1
Procurement Practices
120 and following
8
Environment
32-33;
99 and following
3
7
Energy
100 and following
7
Biodiversity
115
7
G4-DMA Emissions
LGLP
7
Effluents and Waste
114
7
Products and Services
60 and following
5
Transport
109
7
Supplier Environmental Assessment
119 à 121
8
Labor Practices and Decent Work
80 and following
6
Labor/Management Relations
94
6
Occupational Health and Safety
34
83 and following
3
6
3.1 – 3.1a,
b, c
1.1 – 1.1a
1.2 – 1.2a
2.1 – 2.1a,
b, d
2.2 – 2.2a,
c, d
3.1 – 3.1a,
b, c
3.3 – 3.3a,
b, c, d
3.2 – 3.2a
8.3
144
APPENDICES
10.
85-87
6
Diversity and Equal Opportunity
88
6
Equal Remuneration for Women and Men
90-91
6
Supplier Assessment for Labor Practices
122
8
Human Rights
52
120
4
8
Freedom of Association and Collective
Bargaining
88
6
Child Labor
94
6
Forced or Compulsory Labor
120
8
120
8
120 and following
8
123 and following
130 and following
8
9
Public Policy
51
4
Anti-competitive Behavior
22
2
Supplier Assessment for Impacts on Society
51
4
Product and Service Labeling
119 and following
8
Marketing Communications
62
5
Customer Privacy
56
4
Environmental Compliance
74
5
Product Compliance
138
CSRR
Local Communities
Anti-corruption
LGLP
Societal Compliance
RD
Societal Conformity
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Pages
Training and Education
Supplier Human Rights Assessment
G4-DMA
Document
Description
Scope
GRI No.
Chapter
REFERENCE GRI-4
LE GROUPE LA POSTE
2.3 – 2.3a,
e, f, g
138
137
ECONOMIC
Economic Performance
G4-EC1
Direct economic value generated and
distributed
LGLP
CSRR 27
G4-EC2
Risks and opportunities for the organisation’s
activities due to climate change
LGLP
CSRR
G4-EC3
Coverage of the organisation’s defined benefit
plan obligations
LGLP
CSRR 96
6
COP
15, 16
G4-EC4 Financial assistance received from government LGLP
CSRR 27
2
COP
15, 16
31 to 33
99 and following
2
I.1.a.3.1
COP
15, 16
3
7
II.2.a.4
5.1 – 5.1a,
COP
b, c
15, 16
6.1a, b, c
8
I.3.a
I.3.b.2
COP
15, 16
LGLP
CSRR 121 to 125
8
I.3.a.2
COP
15, 16
LGLP
CSRR
3
8
I.1.a.2.1
I.3.a.2
COP
15, 16
LGLP
CSRR 113
7
I.2.c.2
COP
11
NA
7
I.2.c.2
COP
11
Pages
CDP 2016
Climate
Change
Global
Compact
CSRR 118-119
Chapter
Grenelle II
LGLP
Description
Scope
GRI No.
Document
REFERENCE GRI-4
LE GROUPE LA POSTE
145
Indirect economic impacts
G4-EC7
Development and impact of infrastructure
investments and services supported
G4-EC8 Significant indirect economic impacts
Procurement practices
G4-EC9 Proportion of spending on local suppliers
34
120 and following
ENVIRONMENTAL
Materials
G4-EN1 Materials used by weight or volume
G4-EN2
Percentage of materials used that are recycled
input materials
Energy
Energy consumption within the organisation
G4-EN3
(Scope 1)
LGLP
CSRR 102
7
I.2.c.3
COP
11
G4-EN4 Energy consumption outside the organisation
LGLP
CSRR 102
7
I.2.c.3
COP
11
G4-EN6 Reduction of energy consumption
LGLP
CSRR 102
7
I.2.c.3
COP
11
Reductions in energy requirements of products
LGLP
and services
CSRR 112
7
I.2.c.3
COP
10
CSRR
10
I.2.c.1
COP
11
G4-EN7
11.2 – 11.3
– 11.3a
– 11.4
– 11.5
3.2 – 3.2a
Water
G4-EN8 Total water withdrawal by source
LGLP
Emissions
G4-EN15
Direct greenhouse gas emissions
(Scope 1)
LGLP
CSRR 102
7
I.2.d.1
COP
11
7.1 – 7.2
– 7.2a
– 7.3 – 7.4
– 8.1 – 8.2
– 8.5 – 8.9
– 8.9a
– 9.1 –
9.1a – 9.2
– 9.2a, c, d
146
APPENDICES
10.
G4-EN16
Energy indirect greenhouse gas emissions
(Scope 2)
LGLP
CSRR 102
G4-EN17
Other indirect greenhouse gas emissions
(Scope 3)
LGLP
CSRR 102
7
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Pages
Document
Description
Scope
GRI No.
Chapter
REFERENCE GRI-4
LE GROUPE LA POSTE
I.2.d.1
COP
11
7.1 – 7.2
– 7.2a
– 7.3 – 7.4
– 8.1 – 8.5
– 8.3 –
8.3a – 10.1
– 10.1a
– 10.2 et
10.2a, c
I.2.d.1
COP
11
8.9 – 8.9a
14.1
3.1b – 3.3a
– 12.1
– 12.1a
– 14.3
– CC14.3a
G4-EN19 Reduction os greenhouse gas emissions
LGLP
CSRR 103
7
I.2.d.1
COP
11
G4-EN21 NOX, SOX, and other significant air emissions
LGLP
CSRR 109
7
I.2.b.1
COP
11
LGLP
5
II.3.d.2
COP
11
Monetary value of significant fines and total
number of non-monetary sanctions
LGLP
RD
Significant environmental impacts
of transporting products
LGLP
CSRR
LGLP
RASE
Products and services
G4-EN27
Extent of impact mitigation of environmental
impacts of products and services
Compliance
G4-EN29
COP
11
138
Transport
G4-EN30
62-105 and 109
5
7
I.2.a.3
COP
11
Supplier environmental assessment
G4-EN33
Significant negative environmental impacts
in the supply chain
102 to 104
119 to 121
II.3.c
SOCIAL
Employment
G4-LA1
New employee hires and employee turnover
LGLP
CSRR 81
6
I.1.a.1.2,4 COP
I.1.a.2.1, 2 6 to 8
G4-LA2
Benefits provided to full-time employees
LGLP
CSRR 96
6
COP
6 to 8
G4-LA3
Return to work and retention rates after
parental leave, by gender
LP
CSRR 90
6
I.3.c.1, 2
COP
6 to 8
6
I.1.d.1
COP
6 to 8
6
II.1.d.3, 4
COP
6 to 8
Occupational health and safety
G4-LA5
Percentage of total workforce represented in
formal joint management-worker health and
safety committees
LGLP
CSRR 94
G4-LA6
Injuries, occupational diseases, absenteeism
and work-related fatalities
LGLP
CSRR
79
84-85
3.2 – 3.2a
6
I.1.d.2
COP
6 to 8
G4-LA9
Average hours of training per year per
LGLP
employee by gender, and by employee category
CSRR 87
6
I.1.e.2
COP
6 to 8
G4-LA10
Programmes for skills management and
lifelong learning
CSRR
83
87
6
I.1.e.1
COP
6 to 8
CSRR 89-90
6
I.1.a.1.2,
COP
3, 4
6 to 8
I.1.f.1, 2, 3
LGLP
CSRR 90
6
I.1.f.1
I.3.c.1,2
COP
6 to 8
LGLP
CSRR 88
6
I.1.f.3
II.1.g.2
COP
3 to 5
LP
CSRR 82
6
II.1.g.1
COP
3 to 5
LGLP
CSRR
123 and following
130 and following
8
9
I.3.a.1, 2
COP
12 to
14
LGLP
CSRR
123 and following
130 and following
8
9
I.3.a.2
COP
12 to
14
LGLP
CSRR 23
2
COP
12 to
14
G4-SO7 competitive behaviour, anti-trust, and monopoly LGLP
CSRR 51
4
COP
12 to
14
Health and safety topics covered in formal
agreements with trade unions
Pages
G4-LA8
Training and Education
LGLP
Diversity and equal opportunities
G4-LA12
Composition of governance bodies and
LGLP
breakdown of employees by employee category
Equal remuneration for women and men
G4-LA13
Ratio of basic salary and remuneration
of women to men
HUMAN RIGHTS
Non-discrimination
G4-HR3
Total number of incidents of discrimination
and corrective actions taken
Freedom of association and collective bargaining
G4-HR4
Right to exercise freedom of association
and collective bargaining
SOCIETY
Local communities
Percentage of operations with implemented
G4-SO1 local community engagement, impact
assessment and development programmes.
G4-SO2
Operations with significant actual or potential
negative impacts on local communities
Public policy
G4-SO6 Total monetary value of political contributions
Anti-competitive behaviour
Total number of legal actions for antipractices and their outcomes
CDP 2016
Climate
Change
CSRR 83
Description
Chapter
LGLP
GRI No.
Scope
Global
Compact
Grenelle II
Document
REFERENCE GRI-4
LE GROUPE LA POSTE
147
APPENDICES
10.
PRODUCT RESPONSIBILITY
Consumer health and safety
Percentage of significant product and service
G4-PR1 categories for which health and safety impacts
LGLP
CSRR 124
8
II.3.d.2
G4-PR3
Type of product and service information
required by the organisation’s procedures for
product and service information and labelling,
and percentage of significant product and
service categories subject to such information
requirements
LGLP
CSRR 62
5
II.3.d.2
G4-PR4
Total number of incidents of non-compliance
with regulations and voluntary codes
concerning product and service information
labelling, by type of outcomes
LGLP
CSRR 62
5
II.3.d.2
G4-PR5
Results of surveys measuring customr
satisfaction
LGLP
CSRR
62
73
5
are assessed for improvement
Product and service labelling
CDP 2016
Climate
Change
Global
Compact
Grenelle II
Pages
Description
Scope
GRI No.
Chapter
REFERENCE GRI-4
LE GROUPE LA POSTE
Document
148
149
Appendix 2
Organisation profile
GRI-G4
INDICATOR
SCOPE
UNIT
2013
2014
2015
PAGE
Profile
Countries presence
G4-6
Group full-time
equivalent workforce
by continent
Le Groupe La Poste
Number
40
40
44
10
France
% of the workforce
92.4
91.7
90.7
12
Other Western
European countries
% of the workforce
5.2
5.6
6.2
12
Eastern European
countries and Russia
% of the workforce
1.3
1.4
1.7
12
Other countries
% of the workforce
1.1
1.3
1.4
12
%
73.68
73.68
8
%
26.32
26.32
8
10.7
10.8
10.8
11
425,000
423,000
16,000
22,100
7,000
7,700
G4-7
Ownership
of the French State
G4-7
Ownership of the French
public financial
institution Caisse des dépôts
G4-8
Number of active
individual customers
La Banque Postale
Million
G4-8
Number of corporate
and institutional
customers
La Banque Postale
Number
Europe including
France
Number
G4-9
Pickup points
La Poste
France
La Poste
G4-9
Workforce
Le Groupe La Poste
G4-9
G4-9
Processing hubs, distribution
centres and depots
Revenue
11
Average of employees
in term of full time
employee equivalent
218,941
212,077
204,421
Average of employees
in term of full time
employee equivalent
(France)
266,369
257,890
253,158
78
Individual staff
members as at
31 December (France)
268,508
259,899
253,464
78
3,200
almost
3,000
10
22.08
22.2
23.0
10
Le Groupe La Poste
Le Groupe La Poste
Billion €
France
% of the revenue
82.7
82.1
79.1
10
International
% of the revenue
17.6
17.9
20.9
10
150
APPENDICES
10.
GRI-G4
INDICATOR
SCOPE
UNIT
2013
2014
2015
PAGE
Profile
Services-Mail-Parcel
% of the revenue
50.2
48.6
10
La Banque Postale
% of the revenue
25.5
24.9
10
Digital Services
% of the revenue
2.2
2.0
10
La Poste Network
% of the revenue
0.2
0.2
10
GeoPost
% of the revenue
21.9
24.3
10
GeoPost outside France % of the revenue
77
78
Net debt
Excluding the
Groupe’s banking
business
Billion €
4.0
3.6
10
G4-9
Groupe share
Le Groupe La Poste
Billion €
9.0
9.7
RD
G4-9
Net debt to equity ration
Le Groupe La Poste
%
44
38
10
G4-9
Customer each day
La Poste
Million
1.7
1.6
11
G4-9
Annual mail volume
La Poste
Billion items
23.5
22.3
11
G4-9
Parcels
La Poste
Billion items
1.0
11
G4-9
Households served
La Poste
Million
26
14
G4-9
Livrets A
La Banque Postale
Million
17.5
70
G4-9
Online sales
La Poste
Million €
132
151
11
G4-9
France outlets
La Poste Network
Number
17,104
17,111
RD
G4-9
Buildings
Poste Immo
Number
Million m2
12,490
9.77
12,475
6.9
RD
G4-10
Employees located outside of France Le Groupe La Poste
Full time equivalent
19,600
23,670
G4-9
Revenue per business unit
GeoPost revenue (detail)
G4-9
G4-10
G4-10
The Group’ workforce in France
Headcount
on fixed-term contract
on 31 December
Le Groupe La Poste
Individual staff members
(France)
268,422
259,899
253,464
78
La Poste parent
company
238,699
231,347
224,045
78
La Banque Postale
3,619
3,942
4,059
78
Sofipost
19,897
18,395
18,826
78
GeoPost
5,531
5,531
5,875
78
Poste Immo
638
644
624
78
Other
38
40
35
78
La Poste
16,912
15,320
14,973
78
Le Groupe La Poste
(France)
18,072
16,476
16,080
RD
GRI-G4
G4-10
INDICATOR
Women
G4-10
Men
G4-10
Headcount evolution
G4-10
G4-10
Workforce breakdown
per unit
Group’s Workforce
breakdown by age
(full-time equivalent)
(Group in France)
SCOPE
UNIT
2013
2014
2015
151
PAGE
La Poste
% of total workforce
51.5
51.8
52.0
79
Le Groupe La Poste
(France)
50.3
50.6
50.7
RD
Mediapost
39.7
39.0
90
La Banque Postale
48.4
61.8
90
La Banque Postale
% of senior executives
45.7
55.8
90
La Poste
48.5
48.2
48.0
79
Le Groupe La Poste
(France)
49.7
49.4
49.3
RD
La Poste SA
%
–3
–4
Le Groupe La Poste
%
Services-Mail-Parcel
% of the workforce
(average full time
equivalent)
La Poste Network
–1.8
78
57
56
78
% of the workforce
(average full time
equivalent)
21
22
78
GeoPost
% of the workforce
(average full time
equivalent)
10
11
78
La Banque Postale
% of the workforce
(average full time
equivalent)
8
7
78
Group
% of the workforce
(average full time
equivalent)
2
1
78
Poste Immo
% of the workforce
(average full time
equivalent)
0.4
78
Digital
% of the workforce
(average full time
equivalent)
2
2
78
24 years and younger
Number
4,370
4,194
79
24-29 years
Number
13,231
12,109
79
30-39 years
Number
47,646
45,442
79
40-49 years
Number
67,878
65,697
79
50-54 years
Number
49,937
47,314
79
55-59 years
Number
46,870
46,980
79
60 years and older
Number
13,491
15,648
79
47.0
48.3
RD
10,531
79
8,056
79
G4-10
Rate of 55 year old
and more employees
La Poste
% excluding fixed-term
contracts)
G4-10
Newly recruited employees
La Poste Groupe
Number
G4-10
People hired under
permanent contract
La Poste Groupe
(France)
Number
45.3
8,936
7,905
152
APPENDICES
10.
GRI-G4
INDICATOR
SCOPE
UNIT
2013
2014
2015
PAGE
G4-10
People hired under
permanent contract
La Poste
Number
5,298
4,525
3,644
RD
G4-10
People hired permanently who
had previous been employed under
fixed-term contracts
La Poste
Number
1,390
1,379
889
81
G4-10
Women hired under
permanent contracts
La Poste
%
49.1 47.5
45.3
81
G4-10
People age 45 and older
hired under permanent
contracts
La Poste
%
7.6
7.6
81
G4-10
Young people employed
under an apprenticeship
contract or work-study
contract
Le Groupe La Poste
Number
5,106
4,201
4,481
82
G4-10
Local HR managers
Le Groupe La Poste
Number
1,100
1,100
1,100
82
G4-10
Employees working part time
La Poste
% of all workforce on
31 December excluding
10.7
10.4
9.9
79
G4-10
Employees working night shifts
La Poste
% of all workforce on
31 December excluding
2.6
2.3
2.0
79
La Poste
Million €
3,781.5
3,046.2
3,205.7
121
La Poste,
La Banque Postale
and Mediapost SAS
Million €
3,794.2
4,285.5
121
La Poste
Million €
12.6
14.4
121
La Poste,
La Banque Postale
and Mediapost SAS
Million €
13.8
15.6
121
La Poste
Million €
2.1
2.2
121
La Poste,
La Banque Postale
and Mediapost SAS
Million €
2.1
2.2
121
Participation rate to employee
representative election
Le Groupe La Poste
%
75.63
95
National employee agreements
signed
Le Groupe La Poste
en France
Number
G4-12
G4-12
G4-12
Purchases
Purchases from the disabled
and sheltered sector
Purchases from the integrating
people via business activities sector
11.2
2.8
STAKEHOLDERS
G4-26
G4-26
76.4
(CT National)
71
92
RD
GOVERNANCE
G4-34
Members of the Board of Directors
Le Groupe La Poste
Number
21
21
21
44
G4-34
Women in the Board of Directors
Le Groupe La Poste
Number
8
9
9
44
G4-34
Board Directors representing
shareholders
Le Groupe La Poste
Number
12
12
12
44
GRI-G4
INDICATOR
SCOPE
UNIT
2013
2014
2015
153
PAGE
G4-34
Board Directors representing
customers and clients
Le Groupe La Poste
Number
2
2
2
44
G4-34
Members of the Executive
Committee
Le Groupe La Poste
Number
12
11
10
46
G4-34
Women in the Executive Committee
Le Groupe La Poste
Number
3
2
3
46
G4-51
Average gross annual salary
La Poste
€
28,603
28,911
29,368
93
G4-51
Incentive-based compensation
La Poste
Million €
73.6
84.2
81.3
92
G4-54
Average gross annual salary ratio
with te President salary
La Poste
Ratio
15.7
15.6
15.3 46-93
G4-54
Directors’ attendance
at Board meetings
Le Groupe La Poste
%
83.0
82.5
78.3
45
ECONOMY
G4-EC1 Revenue from commercial activities Le Groupe La Poste
Billion €
16.5
17.3
27
G4-EC1 Operating costs
Le Groupe La Poste
Billion €
7.4
8
RD
G4-EC1 Share in the result of joint venture
Le Groupe La Poste
Million €
18
3
RD
Share in the result of other equity
affiliates
Le Groupe La Poste
Million €
200
207
RD
G4-EC1 Operating result
Le Groupe La Poste
Million €
719
875
RD
G4-EC1 Remuneration and social security
Le Groupe La Poste
Million €
13
12
27
Le Groupe La Poste
Billion €
8.7
8.7
27
Pension contributions, other social
G4-EC1 security contributions and employee Le Groupe La Poste
welfare costs
Billion €
3.3
3
27
Additions to provisions for employee
Le Groupe La Poste
benefit obligations
Million €
105
308
RD
G4-EC1
G4-EC1
G4-EC1
Wages, salaries, bonuses
and allowances
G4-EC1 Employee taxes and levies
Le Groupe La Poste
Million €
790
784
RD
G4-EC1 Net financial costs
Le Groupe La Poste
Million €
157
133
RD
G4-EC1 Net result of other financial items
Le Groupe La Poste
Million €
41
21
RD
G4-EC1 Local taxes
Le Groupe La Poste
Million €
150
153
RD
G4-EC1 Other taxes
Le Groupe La Poste
Million €
85
140
RD
G4-EC1 Income tax expense
Le Groupe La Poste
Million €
182
253
RD
G4-EC1 Amount received by the CICE
Le Groupe La Poste
Million €
349
344
RD
G4-EC1 Dividends paid to shareholders
Le Groupe La Poste
Million €
171
173
27
G4-EC1 Financial assistance
Le Groupe La Poste
Million €
6.5
131
Le Groupe La Poste
Million €
1
129
G4-EC1
Commitment to the Fondation
d’Entreprise La Poste
171
2
154
APPENDICES
10.
GRI-G4
INDICATOR
SCOPE
UNIT
G4-EC1 Sports partnerships
Le Groupe La Poste
Million €
G4-EC1 SRI assets
La Banque Postale
Billion €
G4-EC1 Net banking income
Le Groupe La Poste
Billion €
G4-EC1 Net sales after terminations
La Poste Mobile
€
G4-EC7 Initial capital Start’in Post
Le Groupe La Poste
Million €
Le Groupe La Poste
%
La Poste
Million €
G4-EC7
French population located less than
5 km from a postal contact point
Purchases from the disabled and
sheltered sector as well as
G4-EC7
integrating people via business
activities
2013
2014
1.2
2015
PAGE
0,218
129
1.2
3.4
11
5.6
5.7
27
210,000
169,000
RD
5
96.6
96.6
118
14.0
14.7
16.6
121
G4-EC7
Purchases from Social and
solidarity Economy
La Poste,
La Banque Postale
and Mediapost SAS
Million €
16
17.8
121
G4-EC7
Employees who went
on humanitarian leave
La Poste
Number
550
665
130
G4-EC7
Projects supported by La Fondation
La Poste
La Fondation La Poste
Number
128
118
135
Number
4,690
5,680
68
G4-EC8 Cash machines accessible or
located in a post office with at least
one cash machine on the building’s
G4-EC8 facade that is accessible
La Banque Postale
G4-EC8 Accessibility (L2014)
Accessibility (L2014): facilities
G4-EC8 accessible to persons with reduced
mobility
%
96
89
68
Le Groupe La Poste
%
35
68
Le Groupe La Poste
Number
4,000
68
Le Réseau La Poste
Number
2,314
68
La Banque Postale
% Billion €
63
34
Digital Services
Million €
550
11
G4-EC8 Revenue
Digital Services
Million €
560
11
G4-EC8 Digital safes
Digital Services
Million items
1.6
11
G4-EN1 Companies working with Rcy’go
Le Groupe La Poste
Number
2,845
3,764
125
G4-EN1 Recy’go revenue
Le Groupe La Poste
Thousand €
1,924
2,865
34
G4-EN1 Ecomobility revenue
Le Groupe La Poste
Million €
3.7
34
G4-EC8
Automatic postage machines
accessible to the visually impaired
G4-EC8 Assets integrating ESG criteria
G4-EC8
Digital projects investment
(2016-2019)
1,769
ENVIRONMENT
1,147
GRI-G4
G4-EN1
INDICATOR
SCOPE
Recy’go paper collection operated by
Le Groupe La Poste
postal employees
UNIT
2013
2014
2015
155
PAGE
Tonnes
4,332
5,255
125
G4-EN1 Recy’go offer
Le Groupe La Poste
Tonnes
16,000
21,392
125
G4-EN1 Paper consumption
Le Groupe La Poste
Tonnes
28,732
22,061
113
G4-EN1 Responsible paper consumption
Le Groupe La Poste
% of all paper
consumption
94.7
92.5
113
G4-EN1 Paper from sustainable forest
Le Groupe La Poste
% of total
75.7
68.1
113
G4-EN1 Recycled paper
Le Groupe La Poste
% of total
4.7
5.6
113
G4-EN1 Non-responsible paper
Le Groupe La Poste
% of total
5.3
7.5
113
G4-EN1 Eco-friendly paper
Le Groupe La Poste
% of total
14.3
18.8
113
Electric and electronic waste
G4-EN1 of equipment valued during their
treatment
La Poste, La Banque
Postale and
Mediapost SAS
%
82
85
114
G4-EN3 Energy consumption: Total
La Poste
GWh
3,131
2,667
2,679
102
La Poste
% of Group consumption
49
45
43
102
G4-EN3 Energy consumption: Buildings
La Poste
GWh
1,188
943
993
102
G4-EN3 Energy consumption: Transportation La Poste
GWh
1,943
1,724
1,686
102
Le Groupe
GWh
6,421
5,977
6,180
102
G4-EN3 Energy consumption: Type 1
La Poste
GWh
1,360
1,138
1,263
102
Le Groupe
% (Poste Immo’s
buildings portfolio)
La Poste
GWh
563
535
516
102
La Poste
GWh
1,208
995
901
102
G4-EN5 Road transport intensity
Le Groupe La Poste
kg de CO2 eq/km mail
0.16
0.1
kg CO2 eq/km parcel
1.17
1.6
G4-EN6 Directly owned portfolio
Le Groupe La Poste
%
26
11
G4-EN6 Market value of buildings portfolio
Le Groupe La Poste
Billion €
3.6
11
G4-EN6 Building with green leases
Poste Immo’s directly
owned portfolio
Number
36
36
111
G4-EN6 Green leases
Poste Immo’s directly
owned portfolio
Number
186
186
111
G4-EN8 Water consumption
Le Groupe La Poste
Dam3
1,766
1,696
1,693
G4-DMA GHG emission: Total
La Poste
t CO2 eq.
744,048
679,262
663,548
102
La Poste
% of total Group’s
emissions
46
44
42
103
G4-EN3
Buildings covered by green
electricity supply
66
156
APPENDICES
10.
GRI-G4
INDICATOR
SCOPE
UNIT
Group
t CO2 eq.
G4-EN15 GHG emissions: Type 1
La Poste
t CO2 eq.
Le Groupe La Poste
t CO2 eq.
La Poste
t CO2 eq.
Le Groupe La Poste
t CO2 eq.
La Poste
t CO2 eq.
Le Groupe La Poste
t CO2 eq.
G4-EN19 GHG emissions: buildings
Le Groupe La Poste
G4-EN19 GHG emissions: transportation
Le Groupe La Poste
G4-EN19 GHG emissions: road
2013
2014
2015
PAGE
1,602,523 1,529,177 1,558,062
312,284
264,742
271,186
103
102
402,310
43,491
40,448
40,628
102
94,562
388,273
374,072
351,734
102
1,061,190
t CO2 eq.
202,842
222,573
103
% of total
13
14
103
1,326,335 1,335,489
103
t CO2 eq.
% of total
87
86
103
Le Groupe La Poste
% of total
72.5
71.7
103
G4-EN19 GHG emissions: air travel
Le Groupe La Poste
% of total
14
14
103
G4-EN19 GHG emissions: gaz
Le Groupe La Poste
% of total
5.5
6.8
103
G4-EN19 GHG emissions: electricity
Le Groupe La Poste
% of total
5.8
5.8
103
G4-EN19 GHG emissions: district heating
Le Groupe La Poste
% of total
0.4
0.4
103
G4-EN19 GHG emissions: fuel oil
Le Groupe La Poste
% of total
1.5
1.3
103
G4-EN19 GHG emissions: railroad and sea
Le Groupe La Poste
% of total
0.3
0.2
103
G4-EN19
Emissions related to train and air
travel transport
Le Groupe La Poste
t CO2 eq.
11,195
10,504
9,366
108
G4-EN19
Average emission rate of the
vehicles' fleet
Le Groupe La Poste
(fleet managed by
Véhiposte)
%
119.83 117.02 111.39
108
G4-EN19
km travelled each year by postal
workers (excluding GeoPost)
Le Groupe La Poste
Billion km
1.4
1.4
104
G4-EN19 Thermal two-wheeled vehicles
Le Groupe La Poste
Number
9,445
7,123
G4-EN19 Light vehicles
Le Groupe La Poste
Number
G4-EN19 Heavy goods vehicles
Le Groupe La Poste
Number
328
297
G4-EN19 e-bikes
Le Groupe La Poste
Number
18,476
21,062
105
Le Groupe La Poste
Number
100
418
105
G4-EN19 Electric light vehicles
Le Groupe La Poste
Number
4,617
5,576
105
G4-EN19 Low emissions distribution modes
La Poste
%
46
107
G4-EN19 Pedestrian or bike distribution
La Poste
%
36
107
Employees trained
in eco-driving since 2007
Le Groupe La Poste
Number
82,220
87,900
107
G4-EN19 Company Mobility Plans
Le Groupe La Poste
Number
60
60
108
G4-EN19 Bulk domestic routes
La Poste
%
72
79
106
G4-EN19
G4-EN19
Three-wheeled electric vehicles
(Staby®)
62,370
GRI-G4
INDICATOR
SCOPE
UNIT
2013
2014
2015
157
PAGE
G4-EN19 ISO 14001: Sites / Workforce
Le Groupe La Poste
Number
33/7,938
107
G4-EN19 AFAQ 26000: Sites / Workforce
Business Unit Mail –
Parcels
Number
29/75,000
107
Le Groupe La Poste
Number
1
34
Le Groupe La Poste
Number (Poste Immo
building portfolio)
45
45
110
44,000
44,000
110
5
110
1,370,350 1,424,748 1,467,791
65
G4-EN19
Major French metropolitan areas
serviced by low emissions means
G4-EN31 Photovoltaic units
G4-EN31 Photovoltaic panels
G4-EN31
m2
Photovoltaic annual energy
production
GWh
Le Groupe La Poste
t CO2 eq.
Le Groupe La Poste
%
G4-EN31 Internal carbon fund
La Banque Postale
G4-EN31 Internal carbon fund
G4-EN31 Voluntary offset emissions
G4-EN31
Share in the European voluntary
carbon market
5
65
k€
330
113
La Poste Network
k€
128
113
G4-LA1 Turnover rate
Le Groupe La Poste
%
3.11
2.99
81
Employees participated
G4-LA1 on one of the two
employee savings plan
Le Groupe La Poste
Number
74,650
76,764
92
G4-LA2 PEG and PERCO plans’ amount
La Poste
Million €
534
601
93
SOCIAL
3.25
G4-LA2
Employees who participated in the
PEG plan or in the PERCO plan
Le Groupe La Poste
Number
62,452.0
64,715
67,644
93
G4-LA2
Net matching payments made by
the company
La Poste
Million €
16,4
17
18
93
G4-LA2
SRI shares in employees savings
plans assets
La Poste
%
47
45
44
93
Le Groupe La Poste
Million €
212.6
213.1
209.2
97
Million €
93.9
97.8
96.8
97
44 46
46
97
Million €
43.1
44.8
43.6
97
%
20.3
21.0
20.9
97 Million €
46.3
41.7
40.6
97
%
21.8 20
19
97
Million €
13.4
15.6
15.4
97
%
7,5 7
7
97
€
1,011
1,015
1,033
97
La Poste
%
100 100
100
Le Groupe La Poste
%
91
G4-LA2 Social benefit spending
G4-LA2
Cantine service and economic
sector
Le Groupe La Poste
%
G4-LA2 Sports and cultural activities
Le Groupe La Poste
G4-LA2 Children
Le Groupe La Poste
G4-LA2 Mutual aid and solidarity
Le Groupe La Poste
G4-LA2
Average amount of social benefit per
Le Groupe La Poste
employees
Employees represented
G4-LA5 in joint management worker
OHSC
94
158
GRI-G4
APPENDICES
10.
INDICATOR
SCOPE
UNIT
2013
2014
2015
G4-LA6 Accident frequency rate
La Poste
Number of workplace
accidents x 1,000,000 /
number of hours work
G4-LA6 Accident severity rate
La Poste
Number of days
compensated x 1,000 /
number of hours worked
G4-LA6 Fatal workplace accident
La Poste
Number
5
La Poste
Number
2
G4-LA6
Fatal accident on the way residence
work
PAGE
25.20
23.36
23.98
84
1.27
1.25
1.32
85
6.65
85
4,999,784 5,067,136 5,130,770
79
G4-LA6 Absenteeism rate (sick leave)
La Poste
G4-LA6 Sick leave absenteisme
La Poste
Number of calendar
days
G4-LA6 Occupational physicians
La Poste
Number
161
147
84
G4-LA6 Occupational nurses
La Poste
Number
147
143
84
G4-LA6 Medical secretaries
La Poste
Number
109
112
84
Employees working
from home
La Poste
Number (rounded
figures)
1,000
1,400
83
G4-LA8 People with disabilities hired
Le Groupe La Poste
Nombre
643
147
89
People with disabilities hired
(permanent contract)
Le Groupe La Poste
Number
118
86
60
89
La Poste
Ratio
3.7
4.1
5.1
89
La Banque Postale
Ratio
3.0
89
Employees with officially
recognised disability
La Poste
Number
Employees who have received
G4-LA8 a medical check-up within the past
two years
La Poste
%
G4-LA9 Training expenditures
La Poste
% of payroll
La Poste
Number
G4-LA6
G4-LA8
Employees under the
G4-LA8 mandatory employment
obligation
G4-LA8
G4-LA9
Employees receiving training
at least once
G4-LA9
Employees receiving training at least
La Poste
once (in 2015)
6.14
%
G4-LA9 Training hours
La Poste
Number
G4-LA10 Managers trained to their HR role
La Poste
Number
Employees trained to prevention
G4-LA10 of the road risk or to prevention
of handling risk
La Poste
Number
Post-office employees trained
G4-LA10 to prevention and management
of incivilities and aggressions
La Poste
Number
G4-LA11
Employees moved to another
business unit
Le Groupe La Poste
Number
G4-LA11
Employees moved to civil
service jobs
La Poste
Number
106
6.37
8,000
9,463
92
90 87
3.6
3.5
3.9
87
163,822
156,936
158,158
78 77
81
87
5,120,801 4,663,617 4,476,017
87
1,922
3,380
82
41,239
53,749
46,809
84
8,675
9,440
11,475
84
1,387
1,324
86
172
222
86
203
GRI-G4
INDICATOR
SCOPE
UNIT
G4-LA11
Employees who created
or purchased a business
La Poste
Number
G4-LA11
Employees moved to social and
solidarity economy
La Poste
G4-LA11
Employees beginning a qualifying
itinerary
2013
2014
130
2015
132
159
PAGE
175
86
Number
70
86
La Poste
Number
6,600
34
G4-LA11 Employees promoted
La Poste
Number
G4-LA11 Promotion rate
La Poste
%
G4-LA12 Senior executives women
La Poste
%
Le Groupe La Poste
12,873
11,985
11,017
88
5.80 5.60
5.27
88
31.5
30.0
89
%
25
30
46
Le Groupe La Poste
%
52
54
89
La Poste
%
100
Difference between the
G4-LA13 remuneration of men and women:
civil servants
La Poste
%
– 3.1
– 3.1
– 3.2
90
Difference between the
G4-LA13 remuneration of men and women:
employees
La Poste
%
– 1.2
– 0.9
– 0.5
90
G4-LA13 Overtime
La Poste
Number
2,506,114 2,735,267 2,476,475
79
G4-LA12
Women executive committee
members
G4-LA12 Promotions obtained by women
G4-LA12
Senior executive trained to diveristy
and equal opportunity for all
G4-LA13
Postal employee trained to bank
expertise
La Banque Postale
Number
60,000
11
G4-LA13
Participation-based innovation:
numbers of submitted ideas
Le Groupe La Poste
Number
(cumulated over 7 years)
69,820
59
Incident of discrimination
G4-HR3 complaints referred to the
“Defender of rights”
Le Groupe La Poste
Number
2
88
Incidents of
G4-HR3 discrimination complaints handled
by the company’s mediator
Le Groupe La Poste
Number
195
88
La Poste
Million €
127
196
121
G4-SO1 Temporary work spending
La Poste,
La Banque Postale
and Mediapost SAS
Million €
135
208
121
G4-SO2 Personal micro-loans
La Banque Postale
Million €
19
70
9.6
70
HUMAN RIGHTS
7
SOCIETY
117
G4-SO2 Personal micro-loans market share La Banque Postale
%
G4-SO2 Micro-loans partnerships
La Banque Postale
Number
132
70
G4-SO2 Customers beneficiary of L’Appui
La Banque Postale
Number
16,200
72
4.5
11
G4-SO1
Services to individual offerings –
Le Groupe La Poste
Proxi Offerings: number of contracts
Number (in million)
160
APPENDICES
10.
GRI-G4
G4-SO1
INDICATOR
Proxi Offerings: revenue
SCOPE
Le Groupe La Poste
UNIT
2013
2014
2015
Million €
PAGE
9
11
G4-SO1 Proxi Offerings: number of contracts Le Groupe La Poste
in individual insurance policies
Number (in million)
2.7
11
G4-SO1 Revenue with local authorities
Le Groupe La Poste
Million €
ND
34
La Poste
%
90
73 PRODUCTS
G4-PR5
The overall satisfaction rating
of french La Poste Customers
89
91
Appendix 3
Reporting methodology
and coverage
of indicators
Reference standards
LGLP’s social, environmental and societal reporting process
was led in accordance with the provisions set forth in
articles L. 225-102-1 and R. 225-104 to R. 225-105 of the
French commercial code.
The social indicators are developed in accordance with
the methodology used for the social report.
The environmental indicators are based on recognised
guidelines.
National reference standards
– Ademe’s carbon footprint methodology tool to calculate
emissions of most energy sources, excluding electricity
abroad;
– Emissions factors and other sources from the Carbon
Base.
International reference standards
– GHG protocol, to define scopes 1, 2, and 3;
– G4 Global Reporting Initiative (GRI 4) sustainable
development reporting guidelines;
– Consumption or emissions factors provided by the
International Energy Agency (2014 report) to calculate
emissions related to electricity consumption abroad.
Reference period
The 2015 reference period for social reporting was based
on a calendar year (from 1 January to 31 December 2015) to
ensure consistency with French regulations and the social
report for French corporations.
The environmental reporting reference period was created
on a year-on-year basis from December 2014 to the end
of November 2015 with the exception of fluids consumption
for buildings managed by Poste Immo (see below “specific
points”) and paper consumption.
Scope of reporting
For 2015, the scope of published information is identical
for most of the indicators to that used for 2014.
LGLP chooses to communicate on the scope of La Poste
(which does not produce its own report) and on the scope
of Le Groupe. When under a legal obligation, subsidiaries
produce their own social, societal and environmental
information. The data concerning financial services are
integrated into La Banque Postale’s data in this report.
La Banque Postale subsidiaries are not currently included
in the scope of reporting.
LGLP’s other subsidiaries are undertaking measures
to harmonise non-financial reporting indicators and
schedules, as well as computerisation projects, which will
broaden the scope of consolidation over the coming years.
Already as of 2015, the scope of social indicators has been
expanded to French express courier companies (GeoPost
business unit, DPD France and Chronopost). Since 2014,
the most significant environmental indicators include the
GeoPost business unit’s express courier companies: energy
consumption of buildings and greenhouse gas emissions
related to transportation and buildings.
161
162
APPENDICES
10.
The coverage rates of the indicators for the different scopes
of publication are described below.
Scope of indicators
Indicators
La Poste
The ratios are calculated for fully consolidated
companies.
% of consolidated
LGLP revenue
% of LGLP employees
(in full-time equivalent)
Environmental indicators
46.8%
81.2%
La Poste,
La Banque Postale,
Mediapost SAS
Environmental indicators
68.8%
85.1%
La Poste,
La Banque Postale,
Mediapost SAS,
GeoPost
Energy consumption
of buildings
91.3%
95.0%
Total GHG emissions
relating to transport
and buildings
91.3%
95.0%
Protocols
The indicators are described in a detailed reporting
memorandum drawn up by LGLP’s Corporate Social
Responsibility Department, which is in charge of the
reporting process. This memorandum specifies the
definition of the indicators, the methods for gathering and
calculating the information, the estimates or extrapolations
made, if necessary, the checks performed, and the data
collection and approval responsibilities.
Specific points
GeoPost’s environmental data on the energy consumption of
buildings and greenhouse gas emissions from transportation
and buildings are calculated from 1 October 2014 to
30 September 2015, namely with a rolling quarter to take
into account constraints regarding information provided
from foreign subsidiaries. The fourth quarter of 2015 was
extrapolated. Subcontractors’ buildings measuring more
than 300 square meters are included in the report.
As for data relating to fluids consumption for facilities
managed by Poste Immo, consumption is calculated based
on amounts invoiced. The change in energy supplier starting
on 1 October 2015 could lead to a delay in receiving invoices.
Considering this, the report covers the period from
1 November 2014 to 31 October 2015, thus maintaining
the use of invoiced and real consumption rather than
extrapolating missing invoices. For this report, conversion
factors for the main fluids were calculated using a broad
sample of invoices.
Contact person for questions regarding
the report or its contents
CORPORATE SOCIAL RESPONSIBILITY
DEPARTMENT
Christine Bargain
LGLP Corporate Social Responsibility Director
Tel.: +33 (0)1 55 44 01 97
[email protected]
Glossary
AFEP-MEDEF: Two French employers’ associations.
AFMD: French association of diversity managers.
AMF: An association of French mayors.
AMGVF: An association of mayors of large French cities.
AMRF: An association of French mayors from rural
communities.
ANLCI: National agency combating illiteracy.
ANCI: La Poste’s national network of communication and
information agencies.
ANEM: A national association of elected officials from
mountainous regions.
ARF: The association of French regions.
Avere: Association for the development of electric
mobility.
BBC: A French building energy-efficiency standard.
BREEAM: A method developed by the Building Research
Establishment for evaluating a building’s environmental
performance.
B2B: Business to Business.
B2C: Business to Consumer.
CAP: A vocational certificate of professional competence.
CDDEEP: A sustainable development club for public-sector
companies and other entities.
CDPPT: Departmental local postal coverage commissions.
CFDT: Confédération française démocratique du travail
(a French labour union).
CFTC: Confédération française des travailleurs (a French
labour union).
CGC: Confédération générale des cadres (a French labour
union for management personnel).
CGPME: Confédération générale du patronat des petites
et moyennes entreprises (a small and medium-sized
company employers’ association).
CGT: Confédération générale de travailleurs (a French
labour union).
CMP: Company mobility plan.
Comité 21: Consisting of four colleges, the not-for-profit
association brings together relevant stakeholders in France:
businesses (multi-nationals and SMEs), local authorities
(from city to regional level), associations (environmental,
development, local solidarity, human rights, etc.),
institutions, higher education providers and the media.
Consumer: An individual who purchases property,
a product or a service for his or her own use (ISO 26000).
COP21: The 2015 Paris Climate Change Conference.
CSR: Corporate social responsibility, which has been
defined by the European Commission as “a concept
whereby companies integrate, on a voluntary basis, social
and environmental concerns in their business operations
and in their interaction with their stakeholders”.
Customer: Organisation or individual who purchases
property, products or services for a commercial, private or
public purpose (ISO 26000).
RH department: Human resources department.
CSR department: Corporate social responsibility
department.
EFQM: European Foundation for Quality Management.
Employee: An individual who is recognised as being in an
“employment relationship” under national law or in actual
practice (ISO 26000).
Environment: A natural environment with a functioning
system that consists of air, water, soil, natural resources,
flora, fauna, human beings, an external area and the
interactions between these components (ISO 26000).
EPE: Entreprises pour l’environnement (companies for the
environment).
ESG: Environmental, social and governance.
ETC: Espaces Temps Communication – meetings between
managers and their teams.
E2C: Second-chance school.
FNE: France Nature Environment.
FNH: Foundation Nicolas Hulot
FO: Force ouvrière (a French labour union).
GHG: Greenhouse gas.
Green IT: Also known as “green computing” or “green
information technology”. The objective is to reduce the
ecological, economic and social footprint of information
and communication technology. This involves reducing
the pollution and depletion of natural resources caused by
the manufacturing and disposal of IT equipment, as well
as the energy consumed during their useful life.
HEQ: High environmental quality.
ILO: International Labour Organisation.
IMS – entreprendre pour la cité: Institute for solidarity
sponsorship.
163
164
APPENDICES
10.
ICMP: inter-company mobility plans.
IPC: International Post Corporation – created in 1989, IPC
is a cooperative association of postal operators in Europe,
North America and Asia-Pacific. Its main missions are to
improve the quality of international service, conduct
studies and research in the area of postal services and
encourage discussion forums on postal issues.
MAP: Modernisation of public service activities.
NQT: Nos quartiers ont des talents (Our neighbourhoods
have talent).
OECD: The Organisation for Economic Co-operation and
Development.
OFII: Office français de l’immigration et de l’intégration
(French immigration and integration office).
ONPP: Observatoire national de la présence postale
(National observatory of postal service presence).
Oree: A multi-actor association created in 1992, bringing
together more than 150 businesses, territorial authorities,
trade and environmental associations, academic and
institutional bodies, to develop consensus thinking on best
environmental practices, and to implement practical tools
for integrated environmental management at regional
level.
Organisation: An entity or group of people and facilities
with clear objectives and defined responsibilities, levels of
authority and relationships (ISO 26000).
Organisational governance: A system by which an
organisation makes and enforces the decisions necessary
to achieve its objectives (ISO 26000).
Orse: An organisation that monitors corporate social
responsibility.
PAP: premises accessible to the public
PIMMS: Point information médiation multiservices (Multiservice mediation information point).
PMR: A person with reduce mobility.
Postal employees: All Le Groupe La Poste employees.
Product: Something an organisation sells directly or
includes in a service (ISO 26000).
RBR 2020: Réglementation Bâtiment Responsable 2020
(Sustainable building regulation).
Responsible development: Le Groupe La Poste’s
approach to its economic development that integrates
each component of the societal responsibility of
organisations.
Responsible management: An approach to management
that integrates the managers’ identity (both performanceoriented and taking responsibility for the consequences of
decisions, innovative and loyal to Le Groupe La Poste’s
values, cooperative and attentive to each person,
courageous and treating both women and men with
respect), and requires that they be accountable for trying
to achieve the best balance between the economic, social
and environmental consequences of their decisions. This
involves complying with the Group’s values and being
cooperative, innovative, attentive to the needs of all
employees and supportive of gender equality.
Responsible marketing: Incorporates environmental,
human resources and social concerns into marketing
strategies and processes in order to progressively improve
the environmental and social performance of LGLP’s
various products and services and promote responsible
consumption as widely as possible.
Responsible purchasing: “Responsible purchases take
social, environmental and economic responsibility
concerns into account throughout the procurement
process in accordance with the principles of sustainable
development, fair trade and optimum transparency”
(source: Afnor).
Service: Something an organisation does to meet a
demand or need (ISO 26000).
SME: Small and medium-sized enterprises.
Social commitment: For Le Groupe La Poste this means
the joint engagement of La Poste and its employees in
solidarity initiatives that are an extension of La Poste’s
activities and public service mission.
Social responsibility of organisations (ISO 26000):
The responsibility of an organisation for the impacts of its
decisions and activities (which include its products,
services and processes) on society and the environment,
and which entails transparent and ethical behaviour that
contributes to sustainable development, health and
welfare of society, addresses the needs of stakeholders,
complies with the law and is consistent with international
norms of behaviour, is integrated throughout the
organisation and observed in its relationships within
the scope of the organisation’s activities and sphere
of influence.
Sphere of influence: The scope or extent of political,
contractual, economic or other relationships through
which an organisation may affect the decisions or activities
of other organisations or individuals (ISO 26000).
SRI: Socially responsible investment.
SSE: Social and solidarity economy.
Stakeholder: An individual or group that has an interest in
the decisions or activities of an organisation (ISO 26000).
SUD (Solidaire, unitaire, démocratique): Labour union.
Sustainable development: “Development that meets the
needs of the present without compromising the ability of
future generations to meet their own needs” (ISO 26000).
It is an essential concept and objective for the entire planet.
Territory: A geographic area of any size, from a
municipality to the entire planet.
UDAF: The Departmental Union of Family Associations.
UMP: (Urban mobility plans).
UN: United Nations.
UNSA: Union nationale des syndicats autonomes
(a French labour union).
UPU: Universal Postal Union.
Value chain: The entire sequence of activities or
participants in a process that/who provide or receive value
in the form of products or services (ISO 26000).
Vulnerable group: A group of individuals who have one or
more characteristics in common on the basis of which
they are discriminated against and suffer adverse social,
economic, cultural, political or health-related
consequences, and which prevent them from asserting
their rights or from taking advantage of opportunities
to which they are legally entitled (ISO 26000).
WEEE: Waste electrical and electronic equipment.
Worker: Someone who performs work, whether an
employee or self-employed (ISO 26000).
WWF: World Wildlife Fund, Foundation for the
preservation of the environment.
165
166
Design and production:
Editorial content: Elsa Boniface
Translation: ALTO International
Photo credits: Philippe Bauduin; Franck Juery; Julien Millet; Eric Huynh; Picasa; Luc Benevello; Alex Cretey Systermans; Arnaud Février; Auzet Noemie;
Per Kasch; Sophie Loubaton; Jean Chiscano; O. Panier des Touches/Dolce vita; Ted; Grégoire Voevodsky; Aurelien FAIDY/Autofocus-prod. Médiathèque
Groupe La Poste; Photothèque de La Banque Postale.
The digital version of this document conforms to the accessibility norms for Web content, the WCAG 2.0, and is certified ISO 14289-1. Its ergonomics allows
motor-disabled persons to navigate this PDF document using keyboard commands. Also accessible to persons with poor eyesight, it has been created so
that it can be completely re-transcribed vocally by screen readers with any and all digital media. Moreover, it includes integrated vocalisation, which makes
reading comfortable for everyone. Finally, it has been exhaustively tested and validated by a blind expert.
167
DIRECTION OF THE CORPORATE SOCIAL RESPONSIBILITY DEPARTMENT
9 RUE DU COLONEL PIERRE AVIA — 75015 PARIS (FRANCE)
Tel.: +33 (0)1 55 44 00 00
www.legroupe.laposte.fr
A French limited company (société anonyme) with a capital of €3,800,000,000-Paris companies register no. 356 000 000

csr report 2015 - Le Groupe La Poste

Transcription

Documents pareils

global vice president of channel sales

Confidentiality Security

Diapositive 1 - WordPress.com

WORK DESCRIPTION - DESCRIPTION DE TRAVAIL Client Service

annonce 16-6

WORK DESCRIPTION - DESCRIPTION DE TRAVAIL Client Service

MYSTERY SHOPPER Frontline Shoppers Inc. Edmundston, NB

CERT La Poste

press book - Mauritius Post