Our social value KPIs are employee engagement and absenteeism. Further details can be found in the 'Social value'
chapter within the business report.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Average score1 | not comparable | 76% | 84% | 84% | 81% |
We changed the methodology we use to measure employee engagement in 2019, switching to slightly different questions and moving from annual to bi-annual measurement. This means the results of our prior method are not comparable with the results of the new methodology. The research is conducted only among PostNL employees.
In 2022 the average score was 81% (2021: 84%). The May survey score (82%) was slightly higher that the survey carried out in October (79%). In the first measurement the response rate was 49%, and in October it was 46%. A slightly lower response rate in the October measurement is what we traditionally see every year. Both measurements are deemed representative. We use the insights gained from the qualitative feedback of employees to make improvements. More information on the scores can be found in the 'Social value' chapter.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
NL | |||||
Percentage of (highly) satisfied delivery partners | not reported | not reported | 69% | 69% | 63% |
Percentage of (highly) satisfied deliverers | not reported | not reported | 72% | 73% | 73% |
BE | |||||
Percentage of (highly) satisfied delivery partners | not reported | not reported | 69% | 71% | 67% |
Percentage of (highly) satisfied deliverers | not reported | not reported | 74% | 69% | 69% |
For deliverers working for delivery partners we measure satisfaction annually through a collaboration barometer. In the Netherlands, 46% (2021: 54%) of our delivery partners and 32% (2020: 34%) of their deliverers took part in our survey in 2022. In Belgium, 39% (2021: 34%) of our delivery partners participated in the survey in 2022, as did 72% (2021: 59%) of their deliverers. More information can be found in the 'Social value' chapter.
In the Netherlands and Belgium we saw a slight decrease in the percentage of satisfied delivery partners, although they remain positive about working with PostNL. The main improvement areas identified were to keep listening to our partners, information provision, and ambience at our locations. We continue to focus on these areas. We were happy to to note that the number of satisfied deliverers remained the same as the previous year in the Netherlands and Belgium.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Absenteeism (share of total working days) | 5.9% | 5.4% | 5.9% | 6.0% | 7.4% |
Fatal accidents | 2 | 3 | 1 | 2 | 3 |
Recordable accidents (per 100 FTE) | 4.7 | 4.2 | 4.0 | 4.7 | 3.8 |
ISO 45001 certification (percentage of total FTE working in certified sites) | 99% | 98% | 98% | 98% | 97% |
Despite our efforts and initiatives on health and safety, we deeply regret having to report three fatal accidents across our operations in 2022 (2021: 2). Tragically, a parcel deliverer was assaulted and died as a consequence of his injuries. In a second case, a deliverer working for one of our delivery partners was involved in an accident with a third party, with two casualties. And one of our small trucks was involved in an accident with another vehicle, which resulted in the death of a third party.
The recordable accident rate decreased in 2022 to 3.8 (2021: 4.7). In 2021 we faced a relatively high recordable accident rate, mainly due to inclement weather conditions in the first quarter of the year. In 2022 weather conditions were better, which resulted in a drop in the accident rate. In addition, volume developments led to more normalised workloads in our operations which also contributed to a reduction in the number of accidents.
The absenteeism rate increased to 7.4% in 2022 (2021: 6.0%), in line with a wider trend in the Netherlands. The pandemic continued to impact absenteeism, with an increase in long Covid, people reporting sick more readily when they have Covid-like symptoms, and the delay in surgical procedures because of the pandemic all contributing. Additionally, the tight labour market has impacted the workload of employees in certain parts of the organisation, increasing absenteeism. The absenteeism rate influenced the delivery quality at both Mail in the Netherlands and Parcels, with illness adding to staffing pressures faced in sorting and distribution.
Our ISO45001 certification decreased slightly compared to 2022, with a 97% certification. More information can be found in the 'Social value' chapter.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Headcount (scope of non-financial reporting) | 37,785 | 35,721 | 40,541 | 37,365 | 35,647 |
Fulltime equivalents (scope of non-financial reporting) | 20,421 | 20,528 | 22,304 | 21,964 | 21,715 |
The total workforce of PostNL decreased by 4.6% in 2022, while the number of FTEs decreased by 1.1%. The main challenge in 2022 was to attract suitable people in an extremely tight labour market, particularly for delivery at Mail in the Netherlands.
Across our main networks, specific collective labour agreements (CLA) are in place for all employees. Other, smaller, entities may have different arrangements on collective labour. Based on the full coverage of all employees within our largest networks, over 95% of all PostNL employees are covered by CLAs.
The share of female employees at year end decreased slightly to 47% (2021: 48%); this figure has been relatively stable in the last few years.
The data used to compile the employment overviews are extracted from our Human Resources systems. Headcount by gender is reported based on actual figures for all reporting entities. New hires and turnover is based on the figures for the entities included in our main Human Resources system. This includes over 95% of our headcount. The other 5% is extrapolated for the other, smaller entities.
Because PostNL's workforce is mainly based in the Netherlands, a break down by region as suggested by GRI would not provide extra insights compared to total workforce and is not included in our reporting.
Download spreadsheetYear ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Male | 19,583 | 19,299 | 18,432 | 20,625 | 19,433 |
Female | 19,382 | 18,486 | 17,289 | 19,916 | 17,932 |
Balance at 1 January | 38,965 | 37,785 | 35,721 | 40,541 | 37,365 |
Male | 6,037 | 5,359 | 7,773 | 5,479 | 4,512 |
Female | 5,249 | 4,154 | 7,667 | 4,509 | 3,354 |
New hires | 11,286 | 9,513 | 15,440 | 9,988 | 7,866 |
Male | 6,321 | 6,226 | 5,580 | 6,671 | 5,111 |
Female | 6,145 | 5,351 | 5,040 | 6,493 | 4,473 |
Turnover | 12,466 | 11,577 | 10,620 | 13,164 | 9,584 |
Male | 19,299 | 18,432 | 20,625 | 19,433 | 18,834 |
Female | 18,486 | 17,289 | 19,916 | 17,932 | 16,813 |
Balance at 31 December | 37,785 | 35,721 | 40,541 | 37,365 | 35,647 |
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Number of males with a temporary contract | not reported | not reported | not reported | not reported | 2,761 |
Number of females with a temporary contract | not reported | not reported | not reported | not reported | 2,365 |
Total number with a temporary contract | not reported | not reported | not reported | not reported | 5,126 |
Number of males with a permanent contract | not reported | not reported | not reported | not reported | 16,073 |
Number of females with a permanent contract | not reported | not reported | not reported | not reported | 14,448 |
Total number with a permanent contract | not reported | not reported | not reported | not reported | 30,521 |
Number of fulltime working males | not reported | not reported | not reported | not reported | 7,080 |
Number of fulltime working females | not reported | not reported | not reported | not reported | 1,636 |
Total number of full-timers | not reported | not reported | not reported | not reported | 8,716 |
Number of parttime working males | not reported | not reported | not reported | not reported | 11,754 |
Number of parttime working femals | not reported | not reported | not reported | not reported | 15,177 |
Total number of part-timers | not reported | not reported | not reported | not reported | 26,931 |
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
< 30 years | 5,508 | 4,551 | 6,055 | 4,587 | 3,721 |
30 - 50 years | 3,251 | 2,842 | 4,439 | 3,232 | 2,464 |
> 50 years | 2,527 | 2,120 | 4,946 | 2,169 | 1,681 |
Total by age group | 11,286 | 9,513 | 15,440 | 9,988 | 7,866 |
Male (share of total headcount) | 31% | 28% | 42% | 27% | 23% |
Female (share of total headcount) | 27% | 22% | 44% | 23% | 19% |
Total (share of total headcount) | 29% | 25% | 43% | 25% | 21% |
More information about developments in our workforce and examples of improvement initiatives can be found in the 'Social value, section Workforce optimisation and capacity building' chapter.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
< 30 years | 5,048 | 4,696 | 4,170 | 5,225 | 3,683 |
30 - 50 years | 3,806 | 3,417 | 2,807 | 3,528 | 2,745 |
> 50 years | 3,612 | 3,464 | 3,643 | 4,411 | 3,156 |
Total by age group | 12,466 | 11,577 | 10,620 | 13,164 | 9,584 |
Male (share of total headcount) | 32% | 32% | 30% | 32% | 26% |
Female (share of total headcount) | 32% | 29% | 29% | 33% | 25% |
Total (share of total headcount) | 32% | 31% | 30% | 32% | 26% |
Total voluntary turnover | 20% | 18% | 17% | 19% | 17% |
We undertook a number of actions to retain people in 2022, including introducing permanent contracts for all mail deliverers, renewing two CLAs, and promoting health and well-being. These steps helped reduce the turnover rate compared to previous years, indicating that we are successfully retaining our employees, on average, for longer. We also saw a decrease in the voluntary turnover rate. Due to the operational nature of many of the jobs across PostNL, we employ a relatively high percentage of part-time and seasonal employees, which means our turnover rate is high compared to other sectors.
The main reasons for non-voluntary turnover relate to probation time, not-continuing temporary contracts and retirement due to pension. More information on this topic can be found in the 'Social value' chapter.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Share of females in total headcount | 49% | 48% | 49% | 48% | 47% |
Share of females in operational management positions | not reported | not reported | 21% | 23% | 25% |
Share of females in middle managements positions | not reported | not reported | 32% | 33% | 35% |
Share of females in senior management positions | 25% | 27% | 28% | 29% | 31% |
Share of females in management positions | 27% | 27% | 28% | 30% | 32% |
The share of female employees at year end decreased slightly to 47% (2021: 48%), although the figures have been relatively stable in recent years. The share of women in operational, middle and senior management positions increased, as did the share of women in management positions overall, a trend that has been ongoing for a number of years. This has been helped by our continuous focus on diversity and inclusion in our recruitment and development activities. For 2025, our aim is to have a one-third share of women in senior management positions. The diversity figures presented in the table are based on available data in the central HR systems covering nearly 97% of our total population. We currently do not have insight in this data for some smaller entities of PostNL. The share of females in senior management positions relate to our internal definition where senior management is defined as people in the highest salary scale, with an individual labour contract or board. More information on diversity and inclusion can be found in the 'Social value' chapter.
Year ended at 31 December | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
Training hours per FTE | 22 | 26 | 21 | 21 | 17 |
Average training costs per FTE | not reported | not reported | 740 | 781 | 714 |
During 2022 we saw a decrease in the number of training hours per FTE, from 21 hours per FTE in 2021 to 17 hours per FTE in 2022. One of the largest digitally driven programmes that head office managers followed in 2021 did not take place in 2022. However, we did see an increase in the number of hours spent on external learning and with development partners, and we saw an 11% increase in the number of training hours undertaken by operational staff. A reduction in learning and development training costs led the average training cost per FTE falling to €714.
iOS
Android