Indicatornr. | Indicator | Details/reference |
|---|---|---|
GRI 1: Foundation 2021 | ||
Statement of use | PostNL has reported the information cited in this GRI content index for the period 1 january 2022 to 31 december 2022 with reference to the GRI Standards.Chapter 'Non-financial statements' | |
GRI 2: General Disclosures 2021 | ||
Organisational profile | ||
2-1 | Organizational details | PostNL N.V., Waldorpstraat 3, 2521 CA The Hague, the Netherlands, Chapter 'Corporate governance'; Chapter 'PostNL on the capital markets'; Chapter 'Our tax strategy and policy provisions' |
2-2 | Entities included in the organization's sustainability reporting | Appendix 6 List of group entities |
2-3 | Reporting period, frequency and contact point | 1 January 2022 to 31 December 2022, Annual. Contact point about report: Please sent us your comments by e-mail to corporatecommunications@postnl.nl or by sending a letter to PostNL Annual Report team: P.O. Box 30250, 2500 GG The Hague, The Netherlands |
2-4 | Restatements of information | Chapter 'Financial statements'; Chapter 'Non-financial statements' |
2-5 | External assurance | Chapter 'Corporate governance'; Chapter 'Non-financial statements'; Chapter 'Other information' |
Activities and workers | ||
2-6 | Activities, value chain and other business relationships | |
2-7 | Employees | Chapter 'Non-financial statements' As more than 95% of PostNL employees are located in the Benelux, a breakdown of employee indicators by region is not deemed relevant and therefore not disclosed by PostNL |
Governance | ||
2-9 | Governance structure and composition | |
2-10 | Nomination and selection of the highest governance body | |
2-11 | Chair of the highest governance body | PostNL does not have a unitary board structure. It has a two-tier governance structure with a Board of Management and a Supervisory Board. |
2-12 | Role of the highest governance body in overseeing the management of impacts | Chapter 'Report of the Supervisory Board'; Chapter 'Corporate governance' |
2-13 | Delegation of responsibility for managing impacts | |
2-14 | Role of the highest governance body in sustainability reporting | |
2-15 | Conflicts of interest | Chapter 'Corporate governance'. No conflicts of interest occured |
2-16 | Communication of critical concerns | Chapter 'Corporate governance'. There were no critical concerns in 2022 |
2-17 | Collective knowledge of the highest governance body | Chapter 'Report of the Supervisory Board', https://www.postnl.nl/over-postnl/governance/raad-van-commissarissen/ |
2-18 | Evaluation of the performance of the highest governance body | |
2-19 | Remuneration policies | |
2-20 | Process to determine remuneration | Chapter 'Corporate governance'; Chapter 'Remuneration report', https://www.postnl.nl/over-postnl/governance/remuneratie/ |
2-21 | Annual total compensation ratio | Chapter 'Remuneration report'. We report on the ratio of the annual total compensation for the organisation's highest-paid individual compared to the average annual total compensation for all employees. This reporting is in line with the Dutch Corporate Governance Code. As this code supersedes the voluntary GRI Framework, we do not report on a ratio based on the median of the annual total compensation for all employees. |
Strategy, policies and practices | ||
2-22 | Statement on sustainable development strategy | |
2-23 | Policy commitments | Chapter 'Our Strategy'; Chapter 'Risk and opportunity management'. We have not formally adopted the precautionary principle but we systematically assess and manage environmental, safety, supply chain, operational, and other risks as described throughout this report. We hold risk workshops throughout the year and have an internal control framework in place to mitigate risks for financial as well as for non-financial reporting |
2-25 | Processes to remediate negative impacts | Chapter "Risk and opportunity management, section Business conduct and integrity' |
2-26 | Mechanisms for seeking advice and raising concerns | |
2-27 | Compliance with laws and regulations | |
2-28 | Membership associations | We participate in several branche organisations: IPC, PostEurop, UPU, VNO-NCW-MKB Nederland, Voka, TLN, Febetra, TLV, Thuiswinkel, Ecommerce Europe, BeCommerce, Safeshops, DDMA, Fedma. Contributions to (international) trade associations were 2.7 million euro in 2022. The majority of these contributions are used for operational cooperation and services |
Stakeholder engagement | ||
2-29 | Approach to stakeholder engagement | Chapter 'Our operating context'; Chapter 'Non-financial statements' |
2-30 | Collective bargaining agreements | Chapter 'Our operating context'; Chapter 'Non-financial statements' |
GRI 3: Material Topics 2021 | ||
Disclosures on Material Topics | ||
3-1 | Process to determine material topics | |
3-2 | List of material topics | Chapter 'Our operating context'; Chapter 'Non-financial statements' |
3-3 | Management of material topics | |
GRI Standard | Name of standard | Reference, explanation, omission |
|---|---|---|
Customer experience | ||
3-3 | Management of material topics | Chapter 'Customer value'; Chapter 'Non-financial statements' |
PNL-1 Key | Share of highly satisfied customers | Chapter 'Customer value'; Chapter 'Non-financial statements', Customer value performance indicators |
PNL-2 Key | Share of satisfied customers | Chapter 'Customer value'; Chapter 'Non-financial statements', Customer value performance indicators |
PNL-3 Key | Delivery quality Parcels in the Netherlands | Chapter 'Customer value'; Chapter 'Non-financial statements', Customer value performance indicators |
E-commerce growth | ||
3-3 | Management of material topics | Chapter 'Customer value'; Chapter 'Non-financial statements' |
PNL-1 | Volume development Parcels | Chapter 'Customer value'; Chapter 'Non-financial statements', Customer value performance indicators |
Engaged people | ||
3-3 | Management of material topics | |
PNL-4 Key | Share of engaged employees | Chapter 'Social value'; Chapter 'Non-financial statements', Social value performance indicators |
PNL-5 key | Absenteeism | Chapter 'Social value'; Chapter 'Non-financial statements', Social value performance indicators |
GRI 401: Employment 2016 | ||
401-1 | New employee hires and employee turnover | Chapter'Non-financial statements', Region not included. Social value performance indicators |
403: Occupational Health and Safety 2018 | ||
403-9 | Types of injury and rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities | Chapter 'Non-financial statements', Social value performance indicators. Occupational diseases and lost days are not applicable for PostNL as this does not provide useful management information about Health and Safety at PostNL. Information about 'Absenteeism' and working days of workers beyond our own employees is unavailable for PostNL, we only report these indicators for our own employees. |
GRI 405: Diversity and Equal Opportunity 2016 | ||
405-1 | Diversity of governance bodies and employees | Chapter 'Corporate governance', Diversity; Chapter 'Non-financial statements', Social value performance indicators |
Relevance of physical mail | ||
3-3 | Management of material topics | Chapter 'Customer value'; Chapter 'Non-financial statements' |
PNL-6 Key | Delivery quality Mail in the Netherlands | Chapter 'Customer value'; Chapter 'Non-financial statements', Customer value performance indicators |
Financial performance and position | ||
3-3 | Management of material topics | Chapter 'Financial value'; Chapter 'Non-financial statements' |
PNL-7 Key | Revenue | |
PNL-8 Key | Normalised EBIT | |
PNL-9 Key | Free cash flow | |
GRI 201: Economic performance 2016 | ||
201-1 | Direct economic value generated and distributed | Chapter 'Financial statements ', Consolidated primary statements |
201-2 | Financial implications and other risks and opportunities due to climate change | |
201-3 | Defined benefit plan obligations and other retirement plans | Chapter 'Financial statements', Provisions for pension liabilities |
Sustainable logistics | ||
3-3 | Management of material topics | Chapter 'Environmental value'; Chapter 'Non-financial statements' |
GRI 302: Energy 2016 | ||
302-1 | Energy consumption within the organisation | Chapter 'Non-financial statements', Environmental value performance indicators |
302-3 | Energy intensity | Chapter 'Non-financial statements', Environmental value performance indicators |
302-4 | Reduction of energy consumption | Chapter 'Non-financial statements', Environmental value performance indicators |
302-5 | Reductions in energy requirements of products and services | Chapter 'Non-financial statements', Environmental value performance indicators |
GRI 305: Emissions 2016 | ||
305-1 | Direct (scope 1) GHG emissions | Chapter 'Non-financial statements', Environmental value performance indicators |
305-2 | Energy indirect (scope 2) GHG emissions | Chapter 'Non-financial statements', Environmental value performance indicators |
305-3 | Other indirect (scope 3) GHG emissions | Chapter 'Non-financial statements', Environmental value performance indicators. Biogenetic CO2 emissions is not relevant. |
305-4 | GHG emissions intensity | Chapter 'Non-financial statements', Environmental value performance indicators |
305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions | Chapter 'Non-financial statements', Environmental value performance indicators |
Emission free delivery | ||
3-3 | Management of material topics | Chapter 'Environmental value';Chapter 'Non-financial statements' |
PNL-10 Key | Share of emission-free last-mile delivery of mail and parcels in the last-mile | Chapter 'Environmental value'; Chapter 'Non-financial statements', Environmental value performance indicators |
Digitalisation and data | ||
3-3 | Management of material topics | Chapter 'Customer value'; Chapter 'Non-financial statements' |
No key performance indicator yet available | The performance indicator for this new key material topic is in development | |
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