Contents. 3 Presentation of Le Groupe La Poste. 8 CSR policy. 10 Commitment Commitment The outlook for CSR

Transcription

1

2 Contents 3 Presentation of Le Groupe La Poste 8 CSR policy 10 Commitment 1 16 Commitment 2 21 The outlook for CSR

3 Le Groupe La Poste is a part of everyday life for French people. Every day, nearly two million people (individual customers or professionals, in rural areas or cities) enter one of its outlets, in what is Europe s densest distribution network. This nationwide presence and the Group s business line-up are the cement that binds French society and this major public-service company. 3

4 PRESENTATION OF LE GROUPE LA POSTE A major multi-business service group Le Groupe La Poste opted to organise its operations around its three original business lines Mail, Parcels and Banking to which it added Telephony in March These businesses are sustained by three support businesses: the Group s retail outlets, which include its post offices; real estate; the digital network and internet. This choice has not only bolstered French people s trust in its operations, it has also strengthened its position among the top 25 French groups. Core businesses Support Mail Group retail outlets Banking Digital network and internet sites LE GROUPE LA POSTE Parcels Telephony Real estate 4

5 Public service missions The Group s operations are governed by the French postal act, and the French State has given it four public service missions: providing a universal mail and parcel service (delivered six days a week); transporting and delivering the press; local and regional development: at least 90% of the population must be within five kilometres and less than a 20 minute trip from a retail outlet; providing access to banking services for everyone. La Poste is the most widely-known public service company among French people (according to an April 2012 survey for Le Monde-Ogily-Viavoice), and the one they see as the most useful to French society. It is also one of the most trusted French companies. 5

6 Legal structure On 1 March 2010, La Poste became a French «société anonyme» (limited company). Its share capital is held by the French State and Caisse de Dépôts. The diagram below shows Le Groupe La Poste: the parent company La Poste, its holdings and the Group s main subsidiaries. (Structures shown in the same colour have the same senior management.) LE GROUPE LA POSTE La Poste Parent company GeoPost Parcels holding Sofipost Mail holding La Banque Postale SF2 Banking holding Support subsidiaries La Poste Mobile ColiPoste (Colissimo) The Retail Brand (Post offices) La Banque Postale (Financial services) Mail (routing, delivery) Digital and Corporate Division Chronopost (Express France) DPD (Express International) Docapost (Business services) Mediapost (Marketing) Asendia (International mail) ViaPost / STP (Transport) La Banque Postale Financement (Loans) Sogerco (Risk insurance) La Banque Postale Prévoyance BP Asset Management Poste Immo Véhiposte Over 200 subsidiaries doing business in 40 countries across four continents. 6

7 Key figures Le Groupe La Poste s 2012 revenues amounted to billion. Parcels-Express 25.6% France 83% Mail 49.7% Banking 24.1% International (1) 17% Other 0.6% Breakdown of revenue by business sector Breakdown of revenue by geographic area (1) International and France export sales revenues. Headcount Africas 0.8% Americas 0.1% Asia (1) Oceania (1) France 92.6% Other Western European countries 5.2% Eastern European countries and Russia 1.3% Europe 99.1% Breakdown of employees by continent (1) Not yet significant. Breakdown of employees in Europe 7

8 Since 2003, Le Groupe La Poste has displayed an unflagging commitment to sustainable development. In 2011, it set up the Corporate Social and Environmental Responsibility Division (DRSE) to make CSR an integral part of the Group s strategic decision making. Social and environmental responsibility is central to Group strategy. It is a necessary condition for sustainable economic growth. Group CSR policy is underpinned by: WHAT WE WANT TO BE Make Le Groupe La Poste long-term creators of value and social cohesion for each of our stakeholders. 8

9 TWO COMMITMENTS COMMITMENT 1 Constantly strive to make its operations more responsible by incorporating CSR at each step of its processes and in the daily behaviour of postal workers. COMMITMENT 2 Work towards sustainable development by harnessing society s stakeholders, running successful collective projects and sharing our ambition with our stakeholders. GOVERNANCE CSR governance applies at every level of Group decision-making: Board of Directors, Quality and Sustainable Development Committee Executive Committee: CSR Policy Business Sector Committee: runs action plans Regional Development Officers Committee: CSR programme CSR representatives from La Poste Divisions and subsidiaries: application Regional groups: coordinate local stakeholders Le Groupe La Poste is well aware of the impact of ethics and professional conduct on its stakeholders, and has a Reference Guide to Professional Ethics, an Ethics Committee and a system of personalised assistance to answer its staff s questions. 90% of postal workers think that ethics and professional conduct strengthen partners trust in the Group. 9

10 The aim is to give individual customers and professionals alike the assurance that the Group s products and services can be used responsibly. To achieve this, environmental, social and governance criteria are incorporated into its product and service ranges right from the design stage. A RESPONSIBLE PRODUCT AND SERVICE RANGE A carbon-neutral mail and parcels range To give everyone the benefit of carbon-neutrality, Le Groupe La Poste made a voluntary decision to offset the residual greenhouse gas emissions for its mail, parcels and expressdelivery products and services. It does this by financing climate solidarity projects in France and in developing countries. Everyone can now assess the carbon footprint of what they send through the post, using La Poste s eco-calculator and ColiPoste s comparison tool:

11 Blanket accessibility La Poste goes beyond its obligations to make banking services accessible to everyone. La Poste has signed 145 partnerships with the PIMM public-service information and mediation centres and associations to provide guidance and support for vulnerable people and help them understand how to use postal and financial services. Since 2012, the Group has been focusing on making its websites more readily accessible to disabled people and the elderly. A RESPONSIBLE EMPLOYER The Group believes that being a responsible employer means defending and upgrading its workplace model. Equality in the workplace The Group is keen to make gender equality in the workplace a reality by leading the field on this issue. 25.7% 26% 27% 2.7% 3.4% 3.2% 3.2% 1.7% 1.3% Percentage of women on the Management Committee (1) (1) Scope: Group Pay gap between women and men, to men s advantage (1) Private-sector employees Civil servants (1) Scope: La Poste. The calculation method was modified in 2012 to factor in all monthly pay items (excluding variable bonuses). The 2010 and 2011 results have been updated accordingly. 11

12 Job quality Encourage staff to develop their skills and upgrade their qualifications to ease career progression and foster personal projects. The Group is investing in training. Nearly 75% of employees have taken a training course in the past two years at La Poste, La Banque Postale and Mediapost. 93.1% of employees are permanent, including 86.2% on full-time contracts at La Poste and its 10 main subsidiaries. In 2012, the emphasis was on training managers in more responsible management. 13,349 Group managers received training in health and safety. 2,200 managers at La Banque Postale were trained in the issues involved in rolling out CSR policy. 3,616 senior managers and executives in the Mail Division did the Managing Diversity course. Quality of life at work More effectively protect all postal workers health and safety on the job. 5.93% 5.92% 6.00% 29.49% 26.08% 26.42% Percentage of absenteeism due to illness Scope: La Poste Occupational accident frequency rate Scope: La Poste. 12

13 La Poste s Grand Dialogue survey In 2012, the Group rolled out the Grand Dialogue to discuss the quality of life at work with the postal workers, trade unions and senior management. In the course of 12,000 meetings attended by 125,000 employees, it built up a clearer picture of their aspirations. At the same time, a national commission chaired by Jean Kaspar and composed of senior managers and qualified personalities was tasked with analysing the stance of La Poste and its employees on the same issue. After the national commission submitted its report in September, Jean-Paul Bailly brought in the following measures for application in 2012: implementation of the change management method tested over the past six months; the guarantee that each postal worker would be able to take one training course per year; the recruitment of 15,000 permanent staff by 2014; the undertaking to fill vacant counter clerk positions with mail carriers; the introduction of local HR officers; the renovation of problem points in post office premises; the creation of a management institute. Participatory innovation: a well-established dynamic. 12,129 ideas were put forward in 2012 under La Poste s participatory innovation arrangement. 13

14 A SHRINKING ENVIRONMENTAL FOOTPRINT Reducing greenhouse gas emissions The Group is actively involved in a drive to reduce greenhouse gas emissions, and more specifically the emissions generated by its transport operations and the use of its 6.9 million square metres of business premises. Transport (for the same scope as in 2011) 1,144,224 76% Buildings 233,611 16% 8% International mail and parcel transport 125,068 Reducing the environmental impact of transport by investing in sustainable mobility This reduction is achieved by using cleaner means of transport, such as electric vehicles (bicycles, quadricycles and light vehicles), and by training postal workers in eco-driving. So far 75,000 Group employees have been trained by Mobigreen, a Group subsidiary that also delivers training courses in other companies. Sustainable mobility also entails the choice of logistics, such as optimising the kilometres travelled and the loads, making greater use of bulk parcel deliveries, and making the vehicle fleet more sustainable. Greenhouse gas emissions in 2012: 1,502,903 teq CO 2 (1) (1) Périmètre : Groupe. Bicycles 19,573 Motorcycles 13,864 Light 611 Quadricycles vehicles 54, Heavy goods vehicles Fleet breakdown Scope: Group excluding Parcels-Express subsidiaries. 14

15 More energy-efficient buildings The Group is focusing on two improvement factors to make its buildings more energy-efficient: upgrading the existing property stock and applying more stringent new-build standards. It is also promoting eco-friendly practices and the use of renewable energies. For example, it is installing solar panels on its postal facilities (22 installations were delivered in 2012). 1,713 GWh 292,921 teq CO 2 1,428 GWh 241,008 teq CO 2 1,396 GWh 233,611 teq CO Building-related energy consumption and GHG emissions (1) (2) Electricity Gas Heating oil Urban heating (1) Scope: Group. (2) The electricity consumption and ensuing GHG emissions for electric vehicles (2,151 light vehicles/quadricycles and 11,244 electric bicycles at end-2012) are included in the total for the building. Better use of paper The very nature of its operations means that Le Groupe La Poste uses a lot of paper. It is now standard practice in the Group to use responsible paper, i.e. paper that is recycled or eco-certified, or comes from sustainably-managed forests. 92% of the paper used in the Group is responsible. 15

16 The Group s second commitment to making a positive impact on society means continuing to be a driving force for regional economic development by involving its stakeholders in co-constructing its ambitions. MORE RESPONSIBLE PURCHASING With 32,800 suppliers, it is important for the Group to more effectively control its supply chain. Its buyers have been trained and given a responsible purchasing self-assessment reference guide to encourage them to factor CSR concerns into their purchasing practices. 22.3% The percentage of La Poste and Poste Immo purchases made from SMEs ( 765 million, excluding tax). 16

17 Boost the development of suppliers from the social and solidarity economy by making it easier for them to obtain Group contracts. 8.55m The value of purchases from sectors that work with the disabled. Scope: La Poste. 2.3m The value of purchases from the vocational integration sector. Scope: La Poste. THE EMERGENCE OF NEW SEGMENTS Investing in electric vehicles In 2011, La Poste placed an order for 10,000 electric light four-wheeled vehicles, to be supplied up until The Group is also investing in programmes for the future: it is involved in the Infini Drive consortium alongside ERDF and six other partners. The consortium is charged with designing a model charging infrastructure for corporate electric vehicle fleets. The Group s Greenovia subsidiary, which is leading the consortium s work, also guides and supports companies and local authorities with their projects to upgrade and optimise their vehicle fleets. Nearly 2,000 vehicles have already been delivered and are in service. 17

18 Investing in the circular economy In early 2012, the Group successfully launched Recy go, a service that collects used office paper, for SMEs and local authorities. The service has collected 786 tonnes of paper for recycling, and helps optimise mail carriers delivery rounds. The range of services will be extended to include the collection of other types of waste, such as used ink cartridges. Creation of an international carbon-offsetting fund Le Groupe La Poste plays an international leadership role within the Universal Postal Union (UPU, the United Nations specialised agency for the postal sector, which has 192 member countries worldwide). Its proposal to set up a specific postal-industry carbonoffsetting scheme in 2013 was adopted at the last UPU congress. This makes the postal sector the first industry sector to set up a carbon-offsetting fund. SUPPORTING REGIONAL DEVELOPMENT To address the repercussions of the economic and social crisis, La Poste has signed up to the plan to combat poverty and promote social integration. It is committed to sustainable regional development. The cooperation agreement with the Fédération nationale des parcs naturels régionaux, a network of 47 regional parks, was renewed on 10 October The agreement binds both networks to take shared initiatives, in particular on four fronts: transport; products and services; renewable energies and realty. 18

19 La Banque Postale and eight charities formed L initiative contre l exclusion bancaire : an initiative against banking exclusion. This think-tank, which is also active in the field, is charged with developing new practices to meet the needs of financially-insecure customer segments. The «Facteurs Services Plus» range of neighbourhood services is available to businesses, associations and local authorities. Mail carriers already perform a wide variety of services, such as reading meters, installing DTTV set-top boxes, or delivering medication or cultural goods (books, CDs, DVDs, etc.) for libraries. HELPING PEOPLE ENTER OR RETURN TO THE WORKFORCE Postal workers are encouraged to get involved in helping vulnerable people access training or find work, through partnerships with associations that help students and job-seekers (Nos quartiers ont des talents, Écoles de la deuxième chance, Fondation agir contre l exclusion, etc.) and through events organised by local authorities and local vocationalintegration plans. 8,906,370 donated to the Group s various partners under patronage schemes. 825,000 The amount spent by the La Poste Foundation on initiatives to promote writing skills. 19

20 STAKEHOLDERS MAIN DIRECT STAKEHOLDERS MAIN CHANNELS FOR DIALOGUE Shareholders Customers and consumer associations The Board of Directors Quality and Sustainable Development Commission. The Group ombudsman. Working group and meetings with the 17 accredited consumer associations. Surveys and performance indicators. Employees and employee representatives Employee representative bodies and bilateral contacts with the trade unions. Social indicators and various surveys, including the CSR indicator. Communication Time Spaces. The laposte.fr intranet, ForumWeb, the ForumMag and Jourpost newsletters, and sector-specific newsletters. Local elected representatives, local authorities The representative on the Board of Directors. Departmental Commissions on Local Postal Presence (CDPPT) and bilateral contacts at every level. Surveys and performance indicators. The Postéo newsletter. Suppliers and subcontractors The purchasing charter, purchasing specifications and the dedicated website for suppliers. The construction of certain items of equipment with suppliers and staff. Non-profit partners (NGOs or other associations) A partnership structured by bilateral agreements and contracts, and participation in events. 20

21 Le Groupe La Poste s social and environmental responsibility is best seen in its ongoing, long-term action. Each decision made commits the Group for years to come. A FRAMEWORK AGREEMENT ON THE QUALITY OF LIFE Following the findings of the Grand Dialogue, Jean-Paul Bailly decided to begin an allencompassing negotiation with the trade unions on the quality of life at work within the company. This led to the signature on 22 January 2013 of a three-year framework agreement setting out the company s pioneering commitments. In practice, the commitments translate to the following measures: adapt work and working conditions for older workers (civil servants or employees) by addressing the aspects that cause physical or mental strain; bring in voluntary teleworking; set up a whistleblowing system for employee-relations issues, such as compliance with social dialogue rules and collective-bargaining agreements; 21

22 give new managers training as soon as they enter their job; convert 3,000 employees currently on fixed-term contracts to open-ended contracts, with improved conditions for maintaining their job seniority, over a period from 2013 to 2015; open a programme of negotiations, principally on work organisation, to begin in January A NEW STRATEGIC PROJECT The Chairman and CEO decided to begin work in the first quarter of 2013 on drawing up a strategic plan for , which will make CSR an integral part of the Group s action and which, for the first time ever, will involve all of the Group s postal workers. MANAGEMENT FOCUSED ON THE QUALITY OF LIFE AT WORK Improving the quality of life at work is one of the objectives set for the members of the Executive Committee, and is factored into the calculation of their variable remuneration. Improving the quality of life at work will also be one of the objectives set for all Group team members, who will receive ongoing, more intensive training in these practices. 22

23 For further information, please see Le Groupe La Poste s CSR Report 2012 at: Designed and written by: Gilles Leroux and Le Groupe La Poste s CSR Department. Produced by: Photo credits: Adrien Toubiana, Le Groupe La Poste s media library. Illustrations: Valérie Leblanc. Printed by Entagos on paper from sustainably managed forests Corporate Social and Environmental Responsibility Department, Le Groupe La Poste 44 boulevard de Vaugirard Paris Cedex 15 (France) Tel.: + 33 (0)

24 CORPORATE SOCIAL AND ENVIRONMENTAL RESPONSIBILITY DIVISION 44 BD DE VAUGIRARD PARIS CEDEX 15 Tel.: +33 (0) La Poste Société anonyme (limited company) with a capital of 3,800,000, RCS PARIS Head office: 44 BOULEVARD DE VAUGIRARD PARIS CEDEX 15 FRANCE