Groupe La Poste // CSR REPORT 2022

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MESSAGE FROM THE CHAIRMAN	2
1. LA POSTE GROUPE PROFILE AND STRATEGY	5
1.1 A LARGE MULTI-BUSINESS GROUP	6
1.2 A STRENGTHENED SOCIETAL COMMITMENT	7
1.2.1 High-level commitments backed by international initiatives	7
1.2.2 An approach driven by dialogue with stakeholders	8
1.2.3 A commitment based on a double materiality analysis	10
1.2.4 A new dynamic for impact	13
1.2.5 Recognised non-financial performance	14
1.3 STRUCTURED GOVERNANCE	15
1.3.1 Governance bodies	15
1.3.2 CSR/ESG steering bodies	19
1.3.3 Deployment of management systems and certifications	23
1.3.4 Raising awareness and training of La Poste’s employees on sustainability issues	23
1.3.5 Responsible representation of interests	24
1.3.6 A desire to participate in market discussions	28
1.3.7 Strengthened ethical principles	30
1.3.8 Precautionary principle	31
1.4 A BUSINESS MODEL SERVING VALUE CREATION	32
1.5 COMMITMENTS SUPPORTED AT THE LEVEL OF THE BUSINESS UNITS AND MAIN SUBSIDIARIES	34
1.6 APPENDIX	36
2. CONTRIBUTING TO REGIONAL DEVELOPMENT AND COHESION	37
2.1 ADAPTING POSTAL COVERAGE FORMATS TO LOCAL NEEDS	40
2.2 SUPPORTING LOCAL AUTHORITIES IN THE DEVELOPMENT OF THEIR PUBLIC POLICIES	42
2.3 SUPPORTING LOCAL ECONOMIC PLAYERS IN THEIR DEVELOPMENT	43
2.4 ACCELERATING AND STRENGTHENING RESPONSIBLE PURCHASING	44
2.5 INNOVATING FOR REGIONAL ECOSYSTEMS	49
3. PROMOTING SOCIAL INTEGRATION	51
3.1 PROMOTING THE INTEGRATION OF YOUNG PEOPLE AND EQUAL OPPORTUNITIES	53
3.2 ACTING IN FAVOUR OF AGEING WELL	55
3.3 SUPPORTING FINANCIALLY VULNERABLE PEOPLE	56
3.4 DEPLOYING A PHILANTHROPY AND GENERAL INTEREST POLICY	57
4. FOSTERING ETHICAL, INCLUSIVE AND FRUGAL DIGITAL SERVICES	59
4.1 ACCELERATING THE DIGITAL TRANSFORMATION BY ENSURING ETHICS AND DIGITAL SECURITY	62
4.1.1 Data protection	62
4.1.2 Artificial intelligence (AI)	63
4.1.3 Customer knowledge	63
4.1.4 Digital accessibility	64
4.1.5 Training on and awareness of responsible digital services	64
4.1.6 Cybersecurity	64
4.2 DEVELOPING DIGITAL TRUST SERVICES	65
4.3 ASSERTING ITSELF AS A MAJOR PLAYER IN DIGITAL INCLUSION	67
4.4 ADVANCING THE RESPONSIBLE DIGITAL SERVICES APPROACH	68
4.5 WORKING WITH THE ECOSYSTEM TO ENSURE THAT DIGITAL TECHNOLOGY HAS A POSITIVE SOCIETAL IMPACT	70
5. WORKING TO ACCELERATE ENVIRONMENTAL TRANSITION FOR ALL	71
5.1 IMPROVING CLIMATE RESILIENCE	72
5.1.1 Climate change mitigation transition plan	74
5.1.2 Climate-related impacts, risks and opportunities	75
5.1.3 Actions and resources mobilised in the fight against climate change	75
5.1.4 Targets and indicators related to climate change mitigation and adaptation	85
5.2 REDUCING THE EMISSION OF AIR AND NOISE POLLUTANTS	88
5.3 PROTECTING BIODIVERSITY	89
5.4 BECOMING A LEADING PLAYER IN THE RATIONAL MANAGEMENT OF RESOURCES	92
5.4.1 Integrating the circular economy at all levels of its operations	94
5.4.2 Being a reference partner in the circular economy	96
5.4.3 Managing water consumption	98
5.5 ENVIRONMENTAL APPENDIX	99
6. EMPLOYMENT POLICY ENHANCING THE GROUP’S DEVELOPMENT	105
6.1 MATERIAL ISSUES RELATING TO LA POSTE GROUPE’S WORKFORCE	108
6.2 HUMAN RIGHTS POLICY	108
6.2.1 Being an exemplary employer	109
6.2.2 Being a responsible and ethical ordering party and business partner	110
6.2.3 Supporting respect for human rights through its banking and insurance activities	110
6.2.4 Prevent any form of human rights violations	111
6.3 QUALITY OF LIFE AND WORKING CONDITIONS POLICY AND PRESERVATION OF HEALTH AND SAFETY AT WORK	111
6.4 DIVERSITY AND INCLUSION POLICY	112
6.5 RECRUITMENT, MOBILITY AND PROFESSIONAL DEVELOPMENT POLICY	113
6.6 COMMUNICATION AND DIALOGUE POLICY	113
6.7 SOCIAL APPENDIX	114
7. APPENDICES	121
7.1 GRI INDEX	122
7.2 METHODOLOGICAL NOTE	131
7.2.1 Methodological note on non-financial indicators	131
7.2.2 Employee indicators	133
7.3 GLOSSARY	134

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