Groupe La Poste // CSR REPORT 2022
Innovating for regional ecosystems 2 CONTRIBUTING TO REGIONAL DEVELOPMENT AND COHESION ■
GRI
Indicator Purchases
Scope
Unit
2020
2021
2022
102-9
La Poste SA
€Bn excl. tax
4.6
4.5
4.5
Weight of VSEs/SMEs/ISEs
La Poste SA, La Poste Immobilier and La Banque Postale La Poste SA, La Poste Immobilier and La Banque Postale
%
82
87
80
Purchasing employees trained in responsible purchasing Coverage rate of duty of vigilance clauses Number of suppliers informed of the self-assessment system Number of self-assessments carried out Number of documentary audits carried out Purchases from the protected workforce integration sector Number of protected workforce integration sector suppliers Purchases from the disabled and sheltered work sector Number of disabled and sheltered work sector suppliers Purchasing employees having signed the purchasing function’s responsible and ethical commitments
Number
ND
69
108
La Poste SA
% 100
100
100
La Poste SA and La Poste Immobilier La Poste SA and La Poste Immobilier La Poste SA and La Poste Immobilier
Number
5,570 (a)
1,773
2,108
Number
618
270
462
Number
170
73
146
413-1
La Poste SA and La Banque Postale
€M
12.6
13.5
17
La Poste SA and La Banque Postale Number
209
156
240
102-9
La Poste SA and La Banque Postale
€M
13.1
16.3
16.4
La Poste SA and La Banque Postale Number
416
358
256
La Poste SA, La Poste Immobilier and La Banque Postale
%
NA
100
100
(a) Cumulative vision since the start of the system.
2.5 INNOVATING FOR REGIONAL ECOSYSTEMS La Poste Groupe builds local alliances with social and solidarity based economy players (SSE) with the aim of reducing vulnerability in the regions and developing new drivers of sustainable economic development.
operations (access to ATMs, online services, drafting of documents, etc.). These local partnerships initiated under the postal coverage agreement made it possible to finance more than 250,000 hours of work by the equalisation fund in 2022. La Poste is also developing economic cooperation or societal innovation partnerships in order to respond to the vulnerabilities of specific regions or customers: ■ SSE “La Poste Relais” outlets have been created by relying on players such as “Comptoir de Campagne” or “1,000 cafés” of the SOS group to revitalise rural areas, or with associations such as Points Information Médiation Multiservices (PIMMS) and FACE to meet the needs of the urban priority neighbourhoods; ■ a network of social and banking partner associations, the “Initiative Club”, led by La Banque Postale, aims at co constructing solutions adapted to customers in a financially vulnerable situation (microloans in particular or over indebtedness management, etc.); ■ in the area of ageing well at home, La Poste has developed partnerships for the delivery of meals with SSE players such as ADMR, or with associations such as Secours Populaire or PIMMS to train seniors in the uses of digital technology with the Ardoiz tablet.
This approach is embodied in the Dynamic Alliance which brings together nearly 1,400 players in the SSE, partners of La Poste. The Charter of the Dynamic Alliance specifies in particular the areas of action of these partnerships based on La Poste’s four societal commitments : These are first and foremost partnerships aiming to develop La Poste’s responsible practices, by drawing on the know-how of SSE players to meet the specific needs of the group’s entities: ■ La Poste is developing inclusive purchases from structures in the disabled and sheltered sector and protected workforce integration sector: in 2022, La Poste’s operational entities called on more than 500 SSE-referenced suppliers to cover their needs related to the purchase of local services such as cleaning of green spaces, subcontracting or temporary work; ■ 130 partner associations also operate in more than 500 post offices located in urban priority neighbourhoods to support customers in difficulty with their basic postal
CSR Report 2022/ LA POSTE GROUPE 49
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