Thanks to its widespread presence throughout Italy, in 2023 Poste Italiane once again assumed a central role in the country’s socio-economic development, confirming its key importance in supporting the community and the territory.
Operating in a changing environment and constantly influenced by external events, the Group has been able to demonstrate its resilience while fully carrying out its activities.
In order to achieve its objectives, Poste Italiane has collaborated with the institutions, supporting both the Public Administration and small municipalities, contributing to the country’s digital and sustainable transition.
The value creation process at Poste Italiane
KEY INPUTS
- share capital (owned, floating,)
- debt capital
- expense of the universal postal service
- postal savings and deposits
- insurance premiums
- properties, post offices, branches and ATMs
- logistics network
- hardware IT infrastructure
- IT software systems
- integrity and managerial skills
- corporate governance system
- intellectual property rights
- talent
- specialist and managerial skills
- experience
- integrity
- health and safety
- relations with entities and institutions
- union relations
- relations with other stakeholders
- renewable energy
- fossil energy
- materials
Mail, Parcels and Distribution Services
- Universal postal service
- Delivery of mail and parcels
- Delivery of e-commerce products
- Electronic communications
Financial Services
- Collection and management of postal savings
- Asset Management
- Collection and payment service
- Placement and distribution of financial products
Payments and Mobile
- Payments service
- Mobile telephony
- Digital services for the public administration
- Digital services for the Group
- Energy offer
Insurance Services
- Protection of person, property and animals
- Funding protection
- Enterprise multi-risk
- Guaranteed savings and asset management
- Welfare
OUTCOMES
- revenue
- assets
- EBIT
- territorial capillarity
- digitisation
- accessibility and availability of services
- reputation
- compliance
- innovation
- talent
- specialist and managerial skills
- experience
- integrity
- health and safety
- partnerships and collaborations
- collaborative business climate
- stakeholder engagement
- emissions
- waste
Title: Poste Italiane's Value Creation Process
Block 1: Key Inputs
Financial Capital: Share capital (equity, floating), debt capital, universal postal service burden, postal savings and deposits, insurance premiums.
Physical-Structural Capital: Real estate, post offices, branches, and ATMs.
Intellectual Capital: Integrity and transparency, corporate regulatory system, intellectual property rights.
Social-Relational Capital: Relationships with entities and institutions, union relations, relationships with other stakeholders.
Natural Capital: Renewable energy, fossil energy, materials.
Block 2: Governance, Integrated Strategy, Business Areas, and Outputs
Governance Elements: Resilience and Business Continuity, Internal Control and Risk Management System, Sustainability Governance System.
Integrated Strategy Pillars: Innovation, Sustainable Finance, Integrity and Transparency, People Empowerment, Diversity and Inclusion, Value to the Territory, Green Transition, Customer Experience.
Business Areas: Financial Services (Collection and management of postal savings, Managed savings, Collection and payment services, Placement and distribution of financial products); Insurance Services (Protection of individuals, property and animals, Loan protection, Multi-risk business, Insured and managed savings, Pensions); Payments and Mobile (Payment services, Mobile telephony, Digital services for public administration, Digital services for the Group, Energy Offer); Mail, Parcels and Distribution (Universal postal service, Delivery of mail and parcels, Delivery of e-commerce products, Electronic communications).
Output: Economic Value.
Block 3: Outcomes
Financial Capital: Revenues, Assets and EBIT. Relevant Sustainable Development Goals: 8 Decent Work and Economic Growth, 9 Industry, Innovation and Infrastructure, 10 Reduced Inequalities, 12 Responsible Consumption and Production, 16 Peace, Justice and Strong Institutions, 17 Partnerships for the Goals.
Physical-Structural Capital: Territorial coverage, Digitization, Service accessibility and availability. Relevant Sustainable Development Goals: 3 Good Health and Well-being, 6 Clean Water and Sanitation, 7 Affordable and Clean Energy, 8 Decent Work and Economic Growth, 9 Industry, Innovation and Infrastructure, 11 Sustainable Cities and Communities, 12 Responsible Consumption and Production, 13 Climate Action.
Intellectual Capital: Reputation, Compliance, Innovation. Relevant Sustainable Development Goals: 4 Quality Education, 8 Decent Work and Economic Growth, 9 Industry, Innovation and Infrastructure, 12 Responsible Consumption and Production, 16 Peace, Justice and Strong Institutions, 17 Partnerships for the Goals.
Human Capital: Talent, Specialized and managerial skills, Experience, Integrity, Health and safety. Relevant Sustainable Development Goals: 3 Good Health and Well-being, 4 Quality Education, 5 Gender Equality, 8 Decent Work and Economic Growth, 10 Reduced Inequalities, 12 Responsible Consumption and Production, 16 Peace, Justice and Strong Institutions, 17 Partnerships for the Goals.
Social-Relational Capital: Partnerships and collaborations, Collaborative corporate climate, Stakeholder engagement. Relevant Sustainable Development Goals: 1 No Poverty, 4 Quality Education, 5 Gender Equality, 8 Decent Work and Economic Growth, 10 Reduced Inequalities, 12 Responsible Consumption and Production, 16 Peace, Justice and Strong Institutions, 17 Partnerships for the Goals.
Natural Capital: Emissions and waste. Relevant Sustainable Development Goals: 3 Good Health and Well-being, 6 Clean Water and Sanitation, 7 Affordable and Clean Energy, 8 Decent Work and Economic Growth, 11 Sustainable Cities and Communities, 12 Responsible Consumption and Production, 13 Climate Action, 17 Partnerships for the Goals.
The main forms of capital Poste Italiane uses to create value over time
The Poste Italiane Group’s business is based on heterogeneous types of capital characterised by their own identity and certain qualities. This feature makes it possible to both specifically analyse and measure them through performance indicators. The unique characteristics of each capital, including references to the paragraphs in this document where a broader description is given, are outlined in the following table.
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FINANCIAL Immagine
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PHYSICAL-STRUCTURAL Immagine
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INTELLECTUAL Immagine
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HUMAN Immagine
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SOCIAL-RELATIONAL Immagine
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NATURAL Immagine
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