Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
Share of engaged employees | 64% | 68% | 67% | 65% | 65% |
Share of employees expected to stay | 86% | 88% | 86% | 88% | 88% |
Until 2018 PostNL measured its company-wide employee engagement through an annual survey, and only included employees with a PostNL labour agreement. In 2019, we changed our methodoloy and started to measure employee engagement with slightly different questions and went from annual to bi-annual measurement. Both our employee engagement and employee loyalty remained stable at 65% and 88% respectively in 2019. More information on the scores from our updated method for 2019 can be found in the chapter 'Social value'.
As culture-related questions form an integral part of our new employee engagement measurement, we stopped reporting on our culture index in 2019.
For a large group of hired people, namely deliverers working for delivery partners, we measure satisfaction annually through a collaboration barometer. This Dutch survey provides valuable insights on where we can improve.
More information can be found in the chapter 'Social value'.
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
Headcount (scope of non-financial reporting) | 43,248 | 41,497 | 38,965 | 37,785 | 35,721 |
FTE (scope of non-financial reporting) | 20,372 | 20,730 | 20,791 | 20,421 | 20,528 |
The total workforce of PostNL decreased by 5.5% in 2019, while the number of FTEs remained stable. While headcount declines as a result of developments at Mail in the Netherlands, we grew our employee base at Parcels. At Parcels, employees typically have contracts with more working hours than those at Mail in the Netherlands, the implementation of the New mail route helped us to offer employees at Mail in the Netherlands more hours in their contracts.
The figures in the tables in this paragraph exclude Sandd employees, in line with our non-financial reporting policy.
The share of female employees at year remained stable at 48%. Unrounded we saw a slight decrease. This was due to the fact that the share of females in our new hires population was six percentage points lower than males (22% female and 28% male).
While the employee turnover rate remains higher than we would like tot see, we managed to improve slightly in 2019. We focused on reducing the early turnover rates in our operations. Investments in onboarding and better coaching during the first period of employment, as well as the larger contracts as result of the implementation of the New mail route helped to reduce the percentage of voluntary turnover in 2019, which we achieved for the first time over the past five years.
More information about developments in our workforce and examples of improvement initiatives can be found in the chapter 'Social value', paragraph 'Managing personnel capacity'.
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
Male | 24,703 | 22,226 | 21,021 | 19,612 | 19,492 |
Female | 21,810 | 21,022 | 20,476 | 19,353 | 18,293 |
Balance at 1 January | 46,513 | 43,248 | 41,497 | 38,965 | 37,785 |
Male | 6,961 | 6,079 | 5,694 | 6,037 | 5,359 |
Female | 7,592 | 6,469 | 6,246 | 5,249 | 4,154 |
New hires | 14,553 | 12,548 | 11,940 | 11,286 | 9,513 |
Male | 9,449 | 7,256 | 7,160 | 6,321 | 6,226 |
Female | 8,369 | 7,044 | 7,312 | 6,145 | 5,351 |
Turnover | 17,818 | 14,299 | 14,472 | 12,466 | 11,577 |
Male | 22,216 | 21,049 | 19,555 | 19,328 | 18,625 |
Female | 21,032 | 20,448 | 19,410 | 18,457 | 17,096 |
Balance at 31 December | 43,248 | 41,497 | 38,965 | 37,785 | 35,721 |
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
< 30 years | 6,473 | 5,108 | 5,251 | 5,509 | 4,550 |
30 - 50 years | 4,710 | 4,034 | 3,799 | 3,251 | 2,842 |
>50 years | 3,370 | 3,407 | 2,890 | 2,527 | 2,120 |
Total by age group | 14,553 | 12,548 | 11,940 | 11,286 | 9,513 |
Male (share of total headcount) | 28% | 27% | 27% | 31% | 27% |
Female (share of total headcount) | 35% | 31% | 31% | 27% | 23% |
Total (share of total headcount) | 31% | 29% | 29% | 29% | 25% |
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
< 30 years | 8,118 | 5,883 | 5,766 | 5,048 | 4,696 |
30 - 50 years | 5,026 | 4,278 | 4,432 | 3,806 | 3,417 |
>50 years | 4,674 | 4,138 | 4,274 | 3,612 | 3,464 |
Total by age group | 17,818 | 14,299 | 14,472 | 12,466 | 11,577 |
Male (share of total headcount) | 38% | 33% | 34% | 32% | 32% |
Female (share of total headcount) | 38% | 34% | 36% | 32% | 29% |
Total (share of total headcount) | 38% | 33% | 35% | 32% | 31% |
Total voluntary turnover | 17% | 17% | 20% | 20% | 18% |
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
Training hours per FTE | 22 | 17 | 17 | 22 | 26 |
During 2019, we saw a further increase in the number of training hours per FTE. Operational tranings form the bulk of all training hours within PostNL. The relatively high rates of new employee hires, combined with more focus on adequate training for new joiners, resulted in more training hours per FTE. In addition, the internal mobility numbers are increasing, such as employees at Mail in the Netherlands moving to Parcels, which also requires additional training.
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
Share of females in management positions | 25% | 24% | 21% | 21% | 22% |
Share of females in senior management positions | not reported | not reported | not reported | 25% | 27% |
The company-wide share of females in management positions grew by 1 percentage point in 2019. To align our Annual Report with other corporate external reporting, we decided to include the share of females in senior management, and provided comparative figures for 2018. The share of females in senior management positions increased by 2 percentage points, which is a result of the execution of our diversity policy.
With 43% of positions held by females, gender diversity in our Executive Committee is relatively high. We have initiatives in place, such as the Agora network and the Women Inclusion Network (WIN), to promote diversity in the workplace. In the management layer just below executive level, we continue to focus on diversity, as we aim to see the share of females in management positions better reflect the share of females in our workforce. We have specific programmes in the Netherlands that we commit to, for example to contribute to the Talent to the Top Charter. More information can be found in the chapter 'Social value'.
Year ended at 31 December | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
Fatal accidents | 3 | 1 | 1 | 2 | 3 |
Recordable accidents (per 100 FTE) | not reported | not reported | not reported | 4.7 | 4.2 |
Absenteeism (share of total working days) | 5.0% | 5.0% | 5.2% | 5.9% | 5.4% |
ISO 18001 certification (percentage of total FTE working in certified sites) | 94% | 100% | 100% | 100% | 100% |
Despite our efforts and initiatives on health and safety, we deeply regret having to report three fatal accidents across our Parcel operations in 2019 (2018: 2). The three fatailities, which included civilians and people who work with or for us, occurred in traffic accidents, involving our own vehicles and those of our delivery partners.
In 2019, we decided to change our relative safety metric from "Lost time accidents" to "Recordable accidents" because this is more in line with our internal safety management system and the GRI403 standard. We started reporting this metric over 2018 and we see a positive development with a reduction of 0.5 recordable injuries per 100 FTEs. We believe our ongoing focus on improving working conditions in our parcel and mail sorting and delivery centres has helped to lower the rate of recordable accidents.
The absenteeism rate decreased to 5.4% in 2019 (2018: 5.9%). See the chapter 'Social value' for more information. We implemented a number of initiatives to help lower absenteeism, and help speed up the reintegration process. We achieved this in a number of ways, incuding by providing training on absenteeism prevention to our operational managers and HR advisors. We also introduced and trained coaches at our head office to provide psychological support for anyone who needed it, and we developed interactive videos in which we prepare managers for their role in the reintegration process.
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