3.1 Own workforce

In this section, we provide disclosures on our material impacts and risks relating to our own workforce. At PostNL, we recognise that our people are our greatest asset. Our human capital drives our ability to deliver exceptional customer service, create social and environmental value, and achieve financial success. PostNL’s dedicated own workforce are at the heart of our strategy, ensuring the seamless execution of our services and the continuous improvement of our operations.

3.1.1 Our strategy

With help of our Double materiality assessment, we assessed and identified the most material sustainability matters, also those relating to our workforce. For further information on how our material topics relate to our value chain, please see section Our value chain and material topics within the General disclosures. For more information on how we engage in dialogues with our own workforce, please see section Interests and views of stakeholders within the General disclosures. Identifying our most material impacts helps us to prioritise our actions to prevent and mitigate identified sustainability matters. For our own workforce, we identified (potential) material impacts, risks or opportunities on the following topics:

• Working time
• Health and safety (including road traffic safety)
• Diversity and inclusion
• Measures against violence and harassment in the workplace
• Training and skills development, and
• Employment and inclusion of persons with disabilities.

More on how we address these material topics can be found in Our policies and in Our performance later in this Own workforce section.

Connection to our strategy

PostNL operates in a labour-intensive sector facing competition, pricing pressure, and rising consumer expectations. The company relies on its workforce to remain competitive and achieve its strategic ambition of being the favorite deliverer. To future-proof the business, PostNL has developed a corporate strategy centered on delivering a distinctive customer experience, through nine strategic priorities, one of which is focusing on investing in our own workforce. These investments aim to minimise negative impacts, capitalise on positive impacts and opportunities while minimising risks, for example through:

• Investing in a future-proof operational workforce and increasing engagement
• Ensuring a healthy and safe working environment for all workers
• Attracting and retaining motivated talent in e-commerce, logistics, digital, and IT sectors.

For a more elaborate explanation on how we invest in our people, please see pages 31-35 in Our strategy chapter.

PostNL’s own workforce comprises both employees and non-employees. Our employees are individuals directly employed by PostNL under a labour agreement and included on PostNL’s payroll. Non-employees, by contrast, include both self-employed individuals (ZZP-ers) engaged under an assignment agreement and individuals working through external employment arrangements. These external workers include temporary staffing agency workers (uitzendkrachten, including those under Uitzenden Plus and Social Workplace contracts) engaged under a temporary staffing agreement, as well as secondment agency workers (detacheringskrachten) providing labour under a secondment agreement. The table on the next page provides a detailed depiction of our material impacts, risks and opportunities relating to our own workforce.

The negative impacts relating to working time, health & safety and measures against violence and harassment are all widespread of systemic in contexts where PostNL operates. The positive material impact of Diversity and Inclusion and of Training and Skills Development applies solely to employees, while the positive impact of Employment and Inclusion of Partners with Disabilities extends to both employees and non-employees. We did not identify any material negative impacts on our own workforce as a result of the company’s environmental transition plan. While certain material topics may be more relevant to specific groups, no material topic is exclusively linked to a single group.

3.1.2 Our governance

PostNL prioritises fostering an engaged and empowered workforce, ensuring employees have a voice in decision-making and access to safe, inclusive workplaces. Engagement is supported through structured processes for gathering feedback, consulting employees, and maintaining open communication at all levels. We are committed to integrating employee input into strategic and operational decisions while monitoring and improving workplace well-being. Accessible grievance mechanisms and reporting channels are in place to address concerns and uphold ethical standards. In this section, we will further explain our engagements and grievance mechanisms in place.

Engagement with our own workforce

At PostNL, we aim to foster a culture where all employees feel safe and empowered to share their views. We have effective processes in place to support this. Employee engagement is central to our due diligence, ensuring active participation, consultation, and information-sharing. We integrate employee input into decision-making and maintain both direct and indirect channels for workforce engagement on actual or potential impacts. As part of our diversity, equity and inclusion programme, we actively seek input from minority groups through initiatives like our company-wide survey and networks such as the Women’s Inclusion Network (WIN) and our PRIDE network.

Direct engagement

We actively promote ongoing interaction between employees and managers as part of their daily operational roles, covering all types and stages of engagement. Employee feedback is an essential component for driving continuous improvement, and manager effectiveness is evaluated through our Employee Engagement Monitor (see later on in this section). This approach applies to employees across all levels of the organisation, ensuring comprehensive engagement and development opportunities.

Consulting employees

PostNL conducts a bi-annual Employee Engagement Monitor to assess employee feedback and evaluate action effectiveness. Results are reviewed at various organisational levels, enabling managers to discuss outcomes, define actions, and assess their impact. In 2023, ‘listening to employees’ was highlighted for improvement, and this metric was part of senior management targets for 2024. While no specific questions for minority groups are included, participation rates measure the survey’s effectiveness. The director of HR People oversees the process, with team managers responsible for participation and follow-up. The annual budget for the survey is approximately €200,000.

Town hall meetings

PostNL holds quarterly town hall meetings, “PostNL praat je bij,” to update employees on strategy, performance, and key topics. Employees can ask questions via chat, with leadership addressing these in a Q&A. Unanswered questions are followed up by the communications team. These sessions help identify organisational impacts and evaluate actions. Effectiveness is tracked through attendance, views, and feedback from an annual satisfaction survey. The corporate communications manager oversees the process, supported by two specialists.

Talent management and performance cycle

PostNL’s annual talent management and performance cycle supports engagement through regular check-ins and development discussions for employees from salary scale 5 and above. Managers integrate employee feedback into decisions and ensure follow-up actions are communicated. Leadership training is mandatory for senior management. The director of HR People oversees policies, with a talent specialist managing implementation. Training resources are allocated from the learning and development budget, though the process’ effectiveness is not formally assessed.

Indirect engagement

A crucial and highly valued engagement process at PostNL is our works councils, which represent employees from across the entire organisation. PostNL has 10 works councils, consisting of one central council and nine specific councils, such as those aligned with individual business units. These councils cover all stages and types of engagement—including consultation, information, and decision-making—and convene, on average, monthly.

European works council

In addition to our local works councils, we maintain a European works council, with members from various European countries, which meets four times a year to address transnational matters. Feedback from the works councils is recorded and integrated into decision-making by the Board of Management and the Chief Human Resources Officer. During structured works council sessions, members are informed of how their input has influenced decisions and the outcomes that followed.

Role of the works councils

The works council is typically engaged on topics with significant potential impact on our workforce. For example, if potential impacts arise from our carbon emission reduction programmes, the works council will be informed, consulted, or asked for approval depending on the nature and severity of the impact. Additionally, the central works council was involved as a workers’ representative in the 2024 double materiality assessment and due diligence process.

Works council members compensation and training

In line with national legislation (Wet op de Ondernemingsraden), PostNL ensures that works council members receive compensation, training (minimum of 4-8 hours a year), and time during working hours to fulfil their roles. Members can meet on-site and attend paid training sessions on legal matters, team building, and personal effectiveness. The Chief HR Officer and Board of Management are accountable for works councils, while operational responsibility lies with the council presidents. Collaboration between works councils and the Board is reviewed informally, with both parties considering it constructive and effective.

Engaging with temporary staff

In relation to our engagement with temporary staffing employees within the Parcels network in the Netherlands, we collaborate with our staffing partners to review the outcomes of their employee satisfaction surveys conducted among temporary workers at our Parcels sites. This group includes migrant workers. The survey results are discussed annually with our partners, and any identified improvement areas related to PostNL’s operational processes or working conditions are taken into account in our internal decision-making processes.

PostNL does not allocate specific resources for this engagement, and the responsibility for these discussions lies with the project manager Sourcing and the manager Procurement & Services. Currently, PostNL does not assess the effectiveness of this process.

Monitoring employee well-being

We monitor workforce well-being through monthly EC and BU management meetings, using a ‘State of our People’ dashboard with key metrics and KPIs. These KPIs are regularly reviewed in leadership meetings to identify issues and develop mitigation strategies. The dashboard enables data-driven decisions on workforce demographics, health and safety, and employee retention. For example, high turnover in our Parcels network led to improvement initiatives. The HR data team maintains the dashboard, overseen by the CHRO, with implementation managed by HR Operations. The effectiveness of this measure on indirect employee engagement is not formally assessed. Outcomes are shared (at team level) and discussed by team manager with team members and improvement actions identified and discussed in senior management meetings to be integrated in decision making.

Grievance and remedy

At PostNL, we are dedicated to maintaining a safe, responsible, and ethical workplace. This includes recognising our responsibility to provide or support remediation when our actions or policies result in, or contribute to, material negative impacts on our workforce. In our approach to remedy, we aim not only to address issues promptly but also to learn from them to prevent recurrence. Our commitment to providing access to remedy is outlined in our human rights policy. More information on the policy can be found in Our policies later in this section.

Grievance mechanisms and channels to raise concerns

PostNL is committed to ensuring that all individuals within its own workforce, as well as their workers' representatives, have access to our grievance mechanisms and channels to raise concerns related to any material impact identified through our double materiality assessment. Affected individuals can seek help, guidance, or file a report if they believe their rights have been violated, they have been mistreated, or they have experienced a work-related health and safety incident. These channels include our group procedure on incident reporting (PostNL’s primary operational-level grievance mechanism) as well as various avenues for raising general or collective concerns related to employee matters. We have established processes to ensure these channels remain accessible and available to all.

If an investigation is necessary, it is conducted in accordance with the code of conduct for private investigation agencies. While various types of investigations may be undertaken, the goal is always to gather all relevant facts and ensure that each party involved is heard.

Further details on incident reporting and investigations can be found in Our policies within the Governance disclosures.

Providing remedy

Based on investigation findings, responsible management develops a tailored remediation plan suited to the nature and severity of the specific case. Various types of remediation measures or improvement actions may be implemented, including financial compensation, sanctions, policy revisions, training programmes, dialogue, mediation, or other corrective actions. For example, in the case of health and safety incidents, improvement measures may be identified and integrated into our risk assessment and evaluation processes.

Where appropriate, affected employees are involved in the design of remediation measures to ensure their needs and perspectives are adequately considered. In cases of proven violations of law or policy, PostNL will, where appropriate and legally permitted, take immediate corrective action. Any violations, including adverse human rights impacts, that we may potentially cause or contribute to, are addressed in good faith through legitimate processes, as outlined in our human rights policy. More information can be found in Our policies within this section.

Transparent communication

A person filing a report is notified within seven days that their report has been successfully received. Within three months, they will be informed of the assessment of their report. In line with privacy protection and information confidentiality, we ensure that details are shared only on a ‘need-to-know’ basis or when parties involved have a right to receive the information. During an investigation, careful consideration is given to the timing and content of communication with both the individuals involved and other stakeholders.

Once the investigation is completed, the person who filed the report is notified by the responsible management and informed of the main findings. In urgent cases, immediate action is taken to address the situation and mitigate potential risks. If the investigation confirms that a violation has occurred, the affected parties are informed of the next steps and the remediation measures to be implemented.

Assessing effectiveness of remedy

In following up on a reported incident, it is essential to assess whether the remediation provided has achieved the desired result. PostNL monitors the effectiveness of remediation measures at various stages throughout the follow-up process, with the specific timeline, method, and responsible department depending on the remediation plan in place. Remediation efforts are integrated into our regular risk assessment and evaluation procedures, as part of our health and safety management system, allowing us to track the success of remedial actions.

Additionally, we conduct an analysis of all integrity-related incidents reported, identifying areas where further action is needed. This enables us to define and implement structural improvements, such as policy changes, training programs, and other measures to prevent future issues.

Operational-level grievance mechanism

PostNL provides an operational-level grievance mechanism through our group whistleblowing and incident reporting procedures. These enable any affected individual, or their representative, within our operations and across the value chain to report issues via the PostNL incident registration tool (IRIS) or by contacting the integrity or security office through mail, chat, or phone. All grievances are centrally logged in IRIS, ensuring a single source for tracking incidents. Follow-up actions on integrity incidents are documented using dedicated tools.

Reporting violations

Any (suspected) violation of PostNL business principles, human rights, or laws—such as undesirable behaviour or health and safety concerns—should be reported through this mechanism, as outlined in our procedures. These procedures apply to all PostNL entities and are available on our internal SharePoint, with the whistleblowing procedure also accessible externally via our website.

Access and usage

IRIS is available to all employees and managers, who can file reports on behalf of employees and non-employees, such as temporary workers or contractors. Incidents involving third-party workers at PostNL sites should also be reported through their employer’s channels. Direct contact options for the security and integrity office are publicly available on our website.

Monitoring and awareness

We actively monitor and evaluate these procedures and incidents to ensure compliance, drive continuous improvement, and maintain a safe working environment. Training is provided to raise awareness and promote effective use of the grievance mechanism. As part of our action plan on (un)desirable behaviour, further measures are being implemented to improve awareness of the reporting procedure.

Channels to raise general concerns related to employee matters

The primary channel for filing general concerns or complaints related to employee matters is the HR service desk, accessible via email, chat, or phone, along with a dedicated HR complaints form. These services are available to all PostNL employees with a PostNL account (Mijn PostNL). Complaints and concerns raised through these channels are tracked by the HR service organisation, where each case's status is closely monitored, ensuring timely follow-up. Once a complaint has been handled and resolved, a short feedback survey is shared with the employee to assess the effectiveness of the channel in addressing their concerns.

Manager and HR support

PostNL employees can also raise general concerns or seek support or advice related to employee matters by approaching their direct or higher-level manager, or their dedicated HR business partner. Regular employee-manager interactions and check-ins are encouraged as part of our internal development and appreciation programme. Leadership performance is one of the areas evaluated in our bi-annual Employee Engagement Monitor.

Confidential advisors

In addition, PostNL provides access to external confidential advisors (via a third-party mechanism) and internal confidential advisors through the Mijn PostNL intranet. These advisors assist employees by listening to their concerns and, where applicable, guiding them to the appropriate channel and process for reporting an incident or complaint. Concerns discussed with external confidential advisors are tracked by the third-party organisation (GIMD), and an annual report summarising these concerns is shared with PostNL for internal reporting and improvement purposes. Currently, there is no formal structure in place to measure the effectiveness of these advisors.

Preventing undesirable behaviour

As part of our initiative to prevent undesirable behaviour, additional measures are being implemented to raise awareness and understanding of the available channels, ensuring that employees effectively use them to address their concerns.

Channels to raise collective concerns

Collective concerns can be raised through PostNL’s works councils and relevant labour unions. PostNL maintains continuous dialogue with both works councils and labour unions (third-party mechanisms) to understand concerns and discuss potential remedies when we have caused or contributed to negative impacts on people. The works council represents the interests of our employees and holds an advisory role in organisational changes, with the authority to propose initiatives and, in certain cases, approve or disapprove specific decisions.

Important topics

Important topics of structural discussion with the works council include employee engagement, health and safety, working hours, and addressing undesirable behaviour. For example, the works council annually reviews PostNL's approach to (un)desirable behaviour and may recommend improvements. PostNL has a process in place for raising discussion topics within the works council, and the outcomes of these discussions are tracked by the relevant council.

The effectiveness of this channel for raising collective concerns is evaluated informally through discussions between the Board of Management, the Chief HR Officer, and the central works council.

Safeguarding trust and protection

PostNL has policies to protect individuals, including workers’ representatives, from retaliation when using our reporting channels. This commitment is outlined in our human rights policy (see the Our policies earlier in this section) and whistleblowing procedure. Stakeholders are encouraged to report suspected misconduct, with the option for anonymous reporting. All reports are confidential, and external publicity is avoided unless legally required.

Zero-tolerance for retaliation

Any stakeholder reporting suspected misconduct, reasonably believed to be true, is protected from retaliation. PostNL prohibits any form of discharge, demotion, suspension, harassment, or discrimination. Any threats or retaliatory actions must be immediately reported to the director of Audit & Security.

Privacy in reporting

Respecting privacy is a priority, especially when handling reports containing personal or sensitive information. Employees must comply with our group privacy policy when processing personal or medical data, ensuring secure transmission and storage.

Building trust in reporting channels

Currently, there is no formal method to assess full workforce awareness or trust in these channels. As part of our action plan on preventing undesirable behaviour, we are enhancing communication to raise awareness and build trust in grievance mechanisms.

3.1.3 Our policies

At PostNL, we prioritise the protection and well-being of all individuals within our value chain through several important policies, including our diversity, equity and inclusion, health and safety policy, human rights policy, and business principles. Altogether these policies help fostering a safe and inclusive working environment for all our employees.

Diversity, equity and inclusion (DEI) policy

At PostNL, we are committed to fostering diversity, equity and inclusion, aiming to mirror the demographics of Dutch society. With over 100 nationalities represented in our workforce at the end of 2024, we believe we truly reflect a diverse society. This commitment is central to creating a healthy and sustainable work environment. To support this, PostNL maintains several active diversity, equity & inclusion networks across all business units, including WIN (Women Inclusion Network), our LGBTIQ+ network, Cross Cultural Community (CC), and YoungPostNL.

Our diversity, equity and inclusion (DEI) policy, which is integrated into our human rights policy, focuses on eliminating discrimination and harassment, promoting equal opportunities, and advancing diversity, equity and inclusion in various ways. Further details on PostNL’s human rights policies relevant to diversity, equity and inclusion can be found throughout this section.

Objectives of DEI policy

The objectives of PostNL’s DEI policy include promoting a balanced age structure, gender diversity, and multicultural talent at all levels of the organisation, fostering identity acceptance, and creating opportunities for disadvantaged job seekers. DEI is recognised as critical to responding to market changes, enhancing competitiveness, and understanding the diverse needs of our customers. This policy plays a central role in ensuring that all employees feel safe, accepted, included, and valued, contributing to an inclusive workplace. Oversight of the DEI policy is managed by the Human Resources department.

We actively foster identity acceptance by maintaining a visible lesbian, gay, bisexual, transgender, intersex and queer (LGBTIQ+) community, as well as creating opportunities for disadvantaged job seekers. In addition, we are aware of the diversity in brainpower within our organisation, of which we aim to take full advantage in creating balanced teams. We are committed to promoting these issues, both within the organisation and beyond.

The effectiveness of this policy is assessed through external benchmarks such as Talent to the Top and Workplace Pride, alongside PostNL’s own diversity index and evaluations against the Dow Jones Sustainability Index and the SER portal. To ensure compliance and measure progress, PostNL actively uses these external benchmarks and is a signatory of the Diversity Charter.

Scope of the DEI policy

Our DEI policy encompasses all our own employees, addressing various dimensions such as age, gender, multicultural talent, LGBTIQ+ inclusion, opportunities for disadvantaged job seekers, and diversity in mindset and cognitive skills. Our diversity, equity and inclusion (DEI) policy covers the material topics diversity & inclusion and employment & inclusion of persons with disabilities. The policy aims to create balanced teams and foster an inclusive working environment. Accountability for its implementation lies with the chief HR officer, ensuring transparency and stakeholder engagement throughout the process.

The policy is shaped by stakeholder feedback and independent research, including insights from the four-yearly survey, which was conducted in 2024, ensuring the needs and interests of diverse groups within and outside the organisation are considered. The DEI policy is communicated both internally and on our website to ensure transparency and encourage involvement in its implementation.

Our target-specific networks also conduct research among their members to maximise their positive impact. For example, WIN (Women Inclusion Network) has carried out a Vertical Mobility study, inspired by AEGON, to understand perceptions of the 'glass ceiling' and explore how PostNL can better support the advancement of women into senior management roles. WIN’s initiatives contribute to our goal of achieving 36% female representation in senior management by 2030. One initiative is the WIN mentoring programme, which fosters the personal and professional growth of women by connecting them with senior management mentors.

Looking ahead

Diversity is an ongoing process, which means our work is never done and we are always driven to make improvements. In achieving our objectives, we focus mainly on raising awareness, building skills, sharing know-how and maintaining a positive attitude. Our actions are designed to increase intrinsic motivation, thereby improving a sense of inclusivity and acceptance and further increasing diversity.

Planned DEI improvements for 2025 have been informed by survey results from 2024, further refining the policy and guiding updates to collective labour agreements (CLAs). Through our commitment to diversity, equity and inclusion, PostNL ensures that its practices support and positively impact its workforce.

Health and safety policy

At PostNL, we are committed to fostering a safe and healthy work environment that prioritises the safety, well-being, and performance of our employees. By maintaining high health and safety standards, we aim to prevent work-related injuries and ill-health, supporting our workforce in delivering their best. This commitment not only enhances employee engagement and productivity but also safeguards the well-being of the communities we serve.

Objectives of health and safety policy

PostNL’s health and safety policy is designed to promote sustainable employability by ensuring that employees remain safe, healthy, and free from harm while carrying out their duties. The policy emphasises improving working conditions, preventing workplace risks, and reducing accidents, with a strong commitment to adhering to Dutch legislation, the ILO Guidelines on Occupational Safety and Health and ISO 45001 standards.

Scope of the health and safety policy

The scope of the policy applies to our own broad workforce, including temporary workers, freelancers, and delivery partners working within our operations. Independent contractors with assignment agreements and (delivery) partners across all business units are responsible for their own health and safety policies, in compliance with Dutch and European regulations. While PostNL does not dictate how these third parties operate, we actively engage with them to promote and support the upholding of health and safety standards throughout our value chain. Our health and safety policy covers the material topic health and safety (including road traffic safety). Accountability for implementing the policy rests with the chief HR officer. The policy is accessible via our intranet and our website. Formalised in 2024, the health and safety policy was reviewed by the works council, representing the workforce.

Health and safety is also integrated into our human rights policy, which commits to maintaining a safe and hazard-free work environment. The policy focuses on preventing accidents, mitigating health risks associated with working conditions, and safeguarding employees from threats or harassment, making health and safety a core priority. Additionally, traffic safety, an integral part of the health and safety policy, is critical given PostNL’s extensive logistics and delivery operations. All employees, delivery contractors, and subcontractors operating motorised vehicles on behalf of PostNL are required to follow safe driving practices and traffic laws in every jurisdiction.

PostNL has adopted the 'three lines model' for health and safety management. In this framework, the operational units hold primary responsibility for ensuring the health and safety of workers. Health and safety professionals provide support and coordination, ensuring compliance with relevant laws and internal policies. The internal audit team serves as the third and independent layer, conducting reviews to verify adherence to both policy and practice.

Human rights policy

In 2024, we updated our human rights policy to incorporate our new governance structure surrounding human rights and address the majority of material social sustainability topics from our DMA. This policy affirms our commitment to uphold and respect internationally recognised human rights within our own operations, those of our subsidiaries, and throughout our value chain, which encompasses our consumers and end-users.

The scope of the policy extends to PostNL’s workforce, all value chain workers, including delivery partners, and consumers and end-users of our products and services. This policy is applicable across PostNL and its subsidiaries, and we also expect our contractors, suppliers, business partners, and other entities associated with our operations globally to adhere to it.

The provisions within our human rights policy are based on established international human rights standards. PostNL’s commitment to upholding these standards is reflected in our alignment with the International Bill of Human Rights, the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the UN Guiding Principles on Business and Human Rights (UNGPs), and the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct.

Objectives of the human rights policy

Our aim at PostNL is to leverage our position and progressively encourage business partners in our value chain to uphold similar values and practices concerning human rights. Key contents include a description of our Human Rights governance structure and our Human Rights Due Diligence approach (identification, prevention and mitigation of impacts, tracking progress, reporting and providing access to remedy). This policy underscores our commitment to managing material social impacts and their associated risks, including those identified in our DMA, with exceptions for the topic of training and skills development and the risks related to access to products and services. Additionally, the policy addresses our commitment to preventing any form of child labour, forced or compulsory labour, and human trafficking within our operations and our value chain.

Scope of the human rights policy

Our Human Rights Policy covers all material social topics throughout the value chain with the exception of the material social topics training & skills development and the risks related to access to products and services. The policy is accessible to all stakeholders, including potentially affected groups, through publication on our internal SharePoint and our website. We continually engage with both internal and external stakeholders to identify our most material human rights concerns. More information can be found in Our governance within this section.

Regarding our engagement with value chain workers, we have established processes to engage directly with deliverers or indirectly through delivery partners acting as workers’ representatives with insights into the working conditions of those employed in our operations. More information can be found in Our governance within the Workers in the value chain section. Engagement with consumers and end-users is critical to maintaining service quality, customer satisfaction, and regulatory compliance. More information can be found in Our governance within the Consumers and end-users section.

Remedy mechanisms

Remedy mechanisms are determined by the relationship between PostNL and the adverse impact in question. In alignment with the UNGPs, we are committed to providing access to remedies when PostNL causes or contributes to a negative impact linked to our activities or those of business partners in the context of our operations. We encourage all employees, workers, suppliers, and partners to report any human rights concerns or potential abuses that they encounter across the value chain. If employees believe a violation of the Business Principles occurs, employees can turn directly to the Integrity Office or the Security Office. Additionally, PostNL's procedure on whistleblowing is in place.

Occasionally, we receive grievances regarding potential non-compliance with human rights within the value chain, often related to working conditions. Each grievance is assessed, and investigations are conducted when appropriate. In cases where multiple grievances arise on similar issues, we implement preventative measures to address recurring concerns. No reported cases of non-compliance with consumer and end-user rights occurred in 2024. No severe human rights violations with the workers in our value chain have required public disclosure, but partnerships with some delivery partners have been discontinued in 2024 due to unprofessional conduct.

Monitoring and compliance

To ensure compliance with our human rights policy, we utilise multiple monitoring mechanisms. On 29 January 2025, we convened an initial meeting to establish a dedicated Human Rights Committee. This committee has been appointed to oversee our due diligence processes and conduct structural reviews of our human rights policy. Ultimate accountability for human rights compliance lies with our Board of Management. The Chief Human Resources Officer (CHRO) holds the highest responsibility for implementing this policy, supported by the Human Rights Committee. The policy was developed in consultation with our central works council (COR) and the PostNL Integrity Committee.

Our Guidelines for Delivery Partners mandate that third-party suppliers adhere to human rights standards and fair labour conditions, including provisions on forced or compulsory labour, child labour, precarious employment, worker safety, and other human rights matters, as outlined by the OECD and ILO standards. We are rolling out a third-party risk management process to monitor compliance of delivery partners with this guideline. Additionally, protection of consumer and end-user privacy is managed by our Chief Privacy Officer (CPO) and Data Protection Officer (DPO), who conduct regular audits, compliance checks, and prompt incident reporting.

Business principles and group policy on integrity

At PostNL, we place great importance on honesty, transparency, and integrity in both our business practices and the way we treat individuals inside and outside the organisation. As a large company with a diverse workforce, respectful behaviour is important to how we interact with each other and our partners. Our business principles outline our core values and the standards of behaviour we expect from everyone working for or with PostNL. We are committed to respecting one another and embracing our differences, ensuring equal treatment and opportunities for all.

Our Business Principles cover the social material topics measures against violence and harassment, working time, health & safety, and access to product and services. Our Group Policy on Integrity covers the social material topic measures against violence and harassment.

We aim for all employees to feel respected, valued, and safe, with zero tolerance for discrimination based on age, disability, nationality, gender, marital status, race, religion, or sexual orientation. Further details on our business principles and group policy on integrity can be found in the Governance Disclosures, Our policies.

Group procedure on (un)desirable behaviour

PostNL’s policy commitments regarding (un)desirable behaviour are outlined in the group procedure on (un)desirable behaviour, developed in 2024 as part of a dedicated action plan (see Our performance in this section, specifically measures against violence and harassment later on in this section). We maintain a zero-tolerance policy towards any form of threat, violence, or harassment—whether physical or verbal. This includes, but is not limited to, bullying, sexual harassment, discrimination, aggression, and violence. No form of undesirable behaviour is permitted within our organisation.

Scope of the group procedure

The scope of this policy applies to our entire workforce, including temporary workers and delivery partners involved in our operations—in short, all individuals working within the PostNL Group under an agreement. Our group procedure on (un)desirable conduct covers the material topic measures against violence & harassment in the workplace. We expect everyone who works at or on behalf of PostNL to understand what constitutes (un)desirable behaviour, to actively prevent undesirable behaviour, and to take appropriate action when they observe it. Our employees are expected to recognise undesirable behaviour, understand how to prevent it, and know the steps to take should it occur. Additionally, we emphasise the importance of fostering and demonstrating desired behaviour in our daily interactions.

Objectives of the group procedure on (un)desirable behaviour

The aim of the procedure is to promote desirable behaviour while preventing and addressing undesirable conduct. It provides clear guidance for employees who experience or witness inappropriate behaviour in the workplace. We are committed to ensuring a safe and respectful working environment by protecting everyone who works with and for us from undesirable behaviour and its negative consequences. PostNL fosters a culture in which employees are encouraged and empowered to speak up. In line with the procedure, management is required to report any (suspected) instances of undesirable behaviour in the workplace. These incidents must be documented using the incident registration tool (IRIS) or reported directly to our Integrity & Security Department. Further details on the procedure can be found in Our performance below.

3.1.4 Our performance

In 2024, we implemented various measures aimed at addressing the material impacts on our own workforce. In this section we explain the structured processes to monitor and assess the effectiveness of these actions, ensuring continuous improvement, as well as their related targets.

Diversity and inclusion

Actions

PostNL is dedicated to creating a safe and diverse working environment through a range of training programmes across all business units, including Operations. These initiatives, which support our six diversity focus areas: LGBTIQ+, age, diversity in thinking, cultural background, gender, and opportunities for individuals needing extra assistance, include:

3D (Three Dimensions of Diversity) training

A structured framework that broadens the concept of diversity beyond visible characteristics, incorporating personal experiences and workplace dynamics to promote a more inclusive and intersectional approach to DEI.

DISC

A behavioural assessment tool designed to improve workplace communication and collaboration by identifying distinct personality styles and their influence on team interactions.

Cultural Craftsmanship

A strategic approach to fostering cultural awareness, adaptability, and mutual respect, enabling the development of inclusive work environments and culturally intelligent leadership.

Intercultural Communication training

A targeted training programme that equips individuals with the skills to navigate cross-cultural interactions effectively, minimising misunderstandings and enhancing inclusive workplace communication.

Tailored interventions

In addition to standard programmes, PostNL offers tailored interventions as needed, addressing specific requests or urgent situations. These initiatives form a key part of our HR strategy for the short, medium, and long term, helping raise awareness and deepen understanding of diversity.

Subsidy-supported training

Each programme meets the criteria of the ‘Maatwerkregeling Duurzame Inzetbaarheid & Eerder Uittreden’ (MDIEU) subsidy, allowing PostNL to receive a 40% subsidy per course, contributing to employee vitality.

Resources and evaluation

PostNL’s 24 dedicated trainers are overseen by HR, which also manages the budget for these programmes. Each session is evaluated, with lessons integrated into future training. Effectiveness is measured through our DEI survey, conducted every four years.

Targets

PostNL has set specific DEI targets, as well as for health and safety. To accelerate progress towards these objectives, we have launched and expanded several initiatives. These include raising awareness and actively strengthening the leadership pipeline with female successors, enhancing the recruitment and selection process for senior management, and further reinforcing our diversity networks.

Reinforcing our commitment to DEI, PostNL aims to achieve 36% female representation in senior management by 2030, while our original target was set at 33% by 2025 (base year 2018: 21%).

In addition to the formal target mentioned above, we also track the effectiveness of our DEI efforts by setting ambitions around achieving a balanced gender composition within the Board of Management and the Supervisory Board. We met our ambitions in 2024, with 50% female representation in the Board of Directors and 37% female representation within the Supervisory Board.

Support through diversity networks

This goal is supported by our DEI networks, including the Women Inclusion Network (WIN), and focuses on increasing female representation in leadership roles across PostNL. The percentage is based on data from central HR systems, covering 100% of our workforce.

Defining and tracking progress

PostNL reports annually on progress, as tracked by the State of our People HR report. By the end of 2024, 35% of senior management positions were held by women. Gender diversity is a key focus in our updated recruitment and selection processes for senior roles (PAO).

Employee representation and monitoring

The central works council has actively contributed to setting these targets, ensuring employee representation in the process. Management monitors progress through the State of our People dashboard, and we gather further insights through workforce engagement, particularly from WIN initiatives like Vertical Mobility research, which explores barriers to female career advancement.

Metrics

PostNL Workforce by region number of employees
2023 - 2024

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The total workforce of PostNL decreased by 3% in 2024. The reduction in headcount was largely a consequence of the ongoing tight labour market, which has made recruiting and, for certain roles, retaining the right people increasingly challenging. For instance, at Mail in the Netherlands, we had over 1,000 vacancies. However, dedicated programmes have been instrumental in addressing this issue, helping us reduce the number of vacancies and strengthen our workforce in critical areas.

PostNL Workforce by age group number of employees
2023 - 2024

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Despite the decline in the number of employees our age distribution remains stable. This is due to our continued efforts on age diversity; we strive to maintain a healthy age distribution.

PostNL Workforce by gender number of employees
2023 - 2024

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The number of female employees decreased compared to 2023, while the number of male employees remained relatively stable. This trend is primarily due to a higher influx of men than women. While the outflow of male employees can be offset by new hires, the same does not apply to female employees.

PostNL Senior management as indicated
2023 - 2024

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In recent years, PostNL has made significant strides in promoting diversity, achieving a growth of more than 10% in the proportion of women compared to 2023. This progress has been driven by a more rigorous recruitment and selection process, the targeted deployment of talent management, and the support of our Women Inclusion Network, which enhances the visibility of talented female leaders and supports them in their transition to senior management. Additionally, the restructuring implemented on 1 January 2023 has resulted in the explicit appointment of female leaders to strategically important positions. With diversity embraced as a strategic priority by both the Board of Directors and the Executive Committee, we are on track not only to meet the target of 36% women in senior management by 2030 but also to achieve the same representation at the next management level. This has established a strong foundation for the continued advancement of women within PostNL.

The majority of our employees have a permanent contract. Most of our contracts are part-time, due to the nature of the jobs on offer, especially mail deliverers. We mainly hire full-timers within e-commerce , where the hires are predominantly male. From July 2024, newly hired mail deliverers were offered temporary contracts.

PostNL Workforce by other dimensions number of employees
2023 - 2024

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PostNL Turnover as indicated
2023 - 2024

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The total turnover and voluntary turnover rates are relatively stable, while the absolute turnover decreased slightly. 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.

PostNL New hires as indicated
2023- 2024

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The total number of new hires increased by 4% in absolute terms, with a slight rise in both the proportion of male and female hires. Additionally, the age group of new hires under thirty experienced the highest absolute growth.

Working time

Actions

In 2024, PostNL took two key actions to mitigate the potential negative impact and business risks associated with working time for our workforce. First, we developed a comprehensive action plan aimed at ensuring compliance with legislation, preventing adverse effects related to working time, and promoting a healthy work-life balance. Second, we introduced targeted measures to prevent or reduce excessive working hours, forming part of our broader commitment to enhancing employees’ overall work-life balance.

Working time agreements

In line with legal requirements regarding working hours and vacation, PostNL has implemented additional agreements on working time through its collective labour agreements (CLA). Regular discussions with labour unions ensure that relevant labour topics, including working time, are continuously addressed.

Collective labour agreements

The collective labour agreement (CLA) for mail deliverers, effective from 1 January 2024 to 31 December 2025, sets out specific provisions for the delivery schedule and the conditions under which extensions may apply. This CLA applies to all mail deliverers within our Mail in the Netherlands operations.

In addition, the broader PostNL CLA was renewed in 2024. The new CLAs for PostNL and Saturday deliverers, covering employees in our Dutch operations except mail deliverers, came into effect on 1 April 2024 and will remain in place until 30 June 2026. These agreements focus on ensuring legal compliance, mitigating risks, and promoting a healthy work-life balance.

Important CLA provisions include enhanced rest periods, shorter night shifts, and the option for employees aged 60 and above to reduce working hours, with further reductions from age 63. These measures ensure compliance with legal standards while preventing risks related to excessive working hours and promoting work-life balance.

The chief HR officer oversees the implementation of CLA agreements, with the HR Legal and Reward department responsible for their execution. A dedicated HR team manages CLA negotiations. In Belgium, distinct employment schemes for blue- and white-collar workers, renewed in 2022, include similar agreements on working time. Additionally, PostNL has reached agreements with its works council to implement supplementary scheduling rules for specific groups, such as Transport employees.

Working time compliance project

In February 24, a working time compliance project was launched. This project identifies and addresses non-compliance within operations to protect employees and prevent legal risks. The project covers key networks, including Mail in the Netherlands, E-commerce Operations, Logistics Solutions, and Transport Services, with systematic assessments and improvements embedded across all networks.

Legal compliance and monitoring

Legal requirements to ensure compliance with working time laws and regulations are integrated into our workforce scheduling system. When these requirements are not met, such as in cases where working hours exceed allowable limits, this is flagged in our management information systems. As part of our ongoing working time compliance project, we are actively identifying such instances and investigating their root causes. Each network undergoes a structured process to ensure compliance, consisting of the following steps:

• Collect scheduling and working time management data
• Identify instances of non-compliance with working time legislation and/or CLAs
• Conduct root cause analysis in collaboration with management and, where applicable, affected stakeholders
• Define and implement targeted improvement initiatives
• Develop a structured process to continuously collect relevant management data
• Implement a Plan-Do-Check-Act cycle to monitor and manage compliance within the network.

This comprehensive approach encompasses the development of policies, processes, communication strategies, and the implementation of appropriate tools to ensure compliance at all levels of the organisation.

The first three steps of this action plan serve as the foundation through which the project team determines the necessary and appropriate actions in response to any negative impact on the workforce within a particular network. By combining a data-driven approach with active stakeholder engagement within each business unit, we can identify underlying causes and address them effectively through targeted interventions.

Monitoring and PDCA implementation

While a formal mechanism to monitor the overall effectiveness of the action plan is still in development, non-compliance is systematically tracked through our workforce scheduling system. Relevant management teams monitor these instances, and a Plan-Do-Check-Act (PDCA) cycle will be implemented for each network. Although management information provides insights for potential remediation, no concrete actions have been taken yet, as the project is still in the implementation phase across networks. By the end of 2024, implementation was completed in selected networks, with ongoing work in others.

Further expansion and accountability

Currently, the action plan applies only to contractual employees. Once fully implemented across the initial networks, we will consider expanding to other networks or affected groups, such as temporary staffing workers. The chief HR officer is accountable for the action plan, supported by a project manager. Once the PDCA cycle is fully embedded, responsibility for tracking effectiveness and managing compliance will shift to the networks operational management teams.

Targets

PostNL currently does not have any targets in place to measure the effectiveness of the above mentioned policy commitment and actions as we are still in the early stage of implementing the action plan and exploring meaningful and practical ways to track progress across the organisation.  

Tracking effectiveness through the PDCA cycle

Alternatively, we track effectiveness as part of the roll-out of the working time compliance project using a PDCA cycle that is implemented for each network within scope. This will enable management to track the effectiveness of actions in mitigating impacts on people and reducing business risks. The aim is to achieve full compliance with applicable laws and regulations while adhering to the additional working time agreements. This mechanism will also serve as a means to assess the effectiveness of both identified actions.

Legal integration and risk mitigation

By integrating legal requirements into our workforce scheduling system and proactively identifying instances of non-compliance, we support management in addressing and mitigating potential negative impacts. Through our working time compliance project and additional agreements on working hours, we are committed to ensuring that our practices do not cause or contribute to material adverse effects. We take proactive measures to mitigate associated business risks, safeguarding our ability to rely on a healthy, engaged, and productive workforce. When tensions arise between preventing or mitigating material impacts and other business priorities, we strive to balance business objectives with stakeholder interests to the best of our ability.

Employment and inclusion of persons with disabilities

Actions

Our diversity, equity and inclusion policy is designed to eliminate all forms of discrimination, including harassment, while promoting equal opportunities for all. We are committed to fostering diversity, equity and inclusion across our organisation, with a focus on supporting LGBTQ+ communities, such as through our LGBTIQ+ network, and creating opportunities for individuals with a distance from the labour market. Our human rights policy further addresses the employment and inclusion of people who require additional guidance.

The onboarding process was enhanced in 2024, introducing a dedicated application process via job coaches through a separate web portal. Furthermore, onboarding has been segmented into two distinct streams: Operational and people-focused support. These improvements remain ongoing, with further enhancements—such as additions to the social administration request form—scheduled to continue at least until 2026.

Recognising the need for tailored working hours, we provide flexibility in scheduling to accommodate small work packages. This approach enables us to collaborate with employees from our target group, ensuring optimal work arrangements that meet their needs. While significant progress was made in 2024, this initiative remains ongoing and will continue in close cooperation with job coach organisations.

Policy impact

This diversity, equity and inclusion policy is focused on providing a positive impact by ensuring tailored support to individuals, enabling them safe access to the labour market, fostering their ability to learn and grow, enhancing their employability, and ensuring their full and effective participation in society on an equal footing with others. Further information on PostNL’s human rights commitments related to employment and inclusion of individuals with disabilities can be found in Our policies, within the Own workforce section.

Upholding policy impacts

PostNL is committed to ensuring that our diversity, equity and inclusion practices do not adversely affect our workforce. We use a variety of mechanisms to uphold our policy commitments, ensuring that the additional guidance provided to those in need, via job coaching organisations, contributes to a positive impact. This guidance does not result in any material negative consequences for our workforce, but rather fosters an inclusive environment that benefits all employees.

Job coaching organisations

PostNL provides guidance to employees with additional support needs through our internal job coaching organisation. The main aim of this organisation is to facilitate safe access to the labour market for individuals in the target group, offering opportunities for learning, development, and improved employability, ensuring full and effective participation in society on an equal footing with others.

Organisation's responsibility

The job coaching organisation is responsible for the recruitment and selection process for these employees, while job coaches offer specialised support not only to the targeted employees but also to their colleagues and managers. Additionally, the organisation manages grant applications (financial compensation that sustains the employment of the target group) and oversees relationship management with local municipalities and the Employee Insurance Agency (UWV). The scope of this organisation covers both our internal workforce and those employed through social enterprises within the operations of our Mail in the Netherlands, TGN, and Parcels Netherlands networks.

Who we employ

PostNL employs over 3,300 individuals with a distance to the labour market, of which 1,426 (as of December 2024) held individual contracts with PostNL. Our job coaching coverage extends to 8 out of 10 delivery areas, supported by a team of seven job coaches. In the remaining two areas, the organisation adopts a reactive approach, responding to incoming requests as they arise. The job coaching organisation works closely with operational networks to share insights and actively seek suitable work placements for the target group, with a focus on both the short- and medium-term future.

Monitoring effectiveness

The effectiveness of the job coaching organisation is measured through a dashboard that tracks recruitment and retention data, which is reviewed monthly by an internal steering committee. A second dashboard is used to manage and monitor financial flows, including subsidies. The team consists of seven job coaches, with oversight provided by a dedicated project manager. Strategic decisions are made by the dedicated steering committee.

Additional activities

We have several initiatives aimed at addressing specific barriers faced by employees in our target group, with a focus on enhancing their work experience and increasing their contributions to the organisation.

Examples of employability initiatives at Mail in the Netherlands include:

• Physical discomfort: a pilot programme with noise-cancelling headphones was launched to help employees manage sensory overload which is still running;
• Reducing time pressure: Workload adjustments have been made for 200 persons, with municipal subsidies compensating for extra time needed to complete tasks. This initiative will run into 2025;
• Onboarding process: Candidates can apply independently or with assistance. If required, we support subsidy applications for those receiving unemployment benefits this program will run into 2026;
• Tailored working hours: We assess and adjust work hours based on individual needs which is an ongoing initiative.

We launched pilots to expand the target group, including status holders (refugees), school students, recipients of certain state benefits, and the long-term unemployed. A notable success is the Connect Carrier, an electric cargo bike for wheelchair users, now deployed at Mail in the Netherlands delivery operations.

We monitor the effectiveness of these initiatives through internal dashboards that track recruitment and retention, with a dedicated working group and steering committee oversee progress.

Targets

In 2019, as part of the Sandd acquisition, PostNL committed to ensuring that, by the end of 2024, 7.5% of all mail delivery hours in the Netherlands would be performed by individuals with a distance to the labour market. We determine this percentage based on the total hours of postal delivery. This supports our diversity, equity and inclusion goals by creating opportunities for disadvantaged job seekers.

The target applies to Mail in the Netherlands operations, with recruitment and support provided through our internal job coaching organisation and via cooperation with Social Work companies and social delivery partners. The target group is defined by the government under the job agreement (banenafspraak). Employees are not involved in the tracking or setting of these targets. Progress is reviewed every six months, involving Mail in the Netherlands management and the works council. By the end of 2024, 8% of all mail delivery hours were fulfilled by this group. We gather feedback through the engagement monitor and the job coaching organisation.

Policy effectiveness

The effectiveness of our policies and actions is monitored through Social Entrepreneurship Performance Ladder (Prestatieladder Socialer Ondernemen (PSO)) certification. This independent, science-based tool measures how well organisations support the participation of groups of persons with disabilities or in need of guidance in the Dutch labour market.

Since joining the PSO in 2021, PostNL achieved Level 2 certification in 2022, followed by Level 3 in 2024. To ensure continued compliance with the achieved level, audits are conducted every two years. Our goal is to maintain PSO Level 3 by expanding employment opportunities for under-represented groups, including refugees and the long-term unemployed. This certification serves as a key measure of the effectiveness of our employment and inclusion initiatives.

Training and skills development

Actions

At PostNL, we are committed to the continuous growth and development of our employees through strategic investments in comprehensive training and skills development programmes. This commitment is realised through three action plans:

• License to operate trainings
• License to perform trainings
• Shaping a learning culture.

These initiatives are designed to be rolled out across the short, medium, and long term.

Licence to operate trainings 

In alignment with our commitment to operational excellence, we ensure that all employees are equipped with the required skills, knowledge, and certifications through our License to Operate training programmes. These programmes are designed to ensure that individuals can safely and competently perform their roles, operate specific equipment or machinery, and meet the demands of their current job. By addressing the risks associated with inadequate training and under-qualification, we enhance productivity, improve cost efficiency, and contribute to higher employee satisfaction. The scope of these trainings extends beyond our direct workforce to include non-employees and contracted workers, ensuring consistent standards across our operations.

Skills prioritisation

We place great importance on ensuring our drivers are equipped with the skills needed to navigate to PostNL destinations safely and efficiently. In 2024, this included comprehensive driving education for 20 participants and mandatory refresher courses for all drivers, totalling 800 participants.

Within TGN, we provide training for our 800 drivers through on-the-job sessions and online e-learning via the Mijn Leerplein learning platform. For our Mail in the Netherlands operations, training is delivered through the external platform Knowingo, which offers guidance on preparation, delivery, and sorting processes. Using interactive quizzes accessible via smartphones, Knowingo personalises the learning experience based on users’ knowledge levels and learning needs.

This platform enables us to efficiently train employees—including mail deliverers, sorters, and call centre staff—by enhancing factual knowledge and awareness. In 2024, 6,018 employees across seven departments, including 5,129 mail deliverers, participated in an average of 46 quizzes, amounting to a total of 4,588 training hours.

Licence to perform trainings 

Our License to Perform in the Future training programme is designed to equip employees with the knowledge, skills, and behaviours that not only enhance their current job performance but also prepare them for future job demands. This ensures that our workforce is well-prepared to support the future performance of PostNL, while also fostering employee development for new roles, promoting sustainable employability, and contributing to organisational growth. The target audience for these trainings includes employees across all business units within PostNL.

Leadership development and role-specific training

In 2024, we continued to invest in leadership development across various programmes and target groups, supporting the growth and advancement of our workforce. As part of this commitment, we offered full secondary vocational education (MBO) programmes for logistics supervisors and team leads, with 72 completing the training. Following the restructuring of our Mail in the Netherlands organisation, we introduced distinct roles for people coaches and logistics coaches, enabling a more tailored approach to management responsibilities. This structure helps us better align management profiles with specific duties, enhancing team support and operational efficiency. To equip leaders for these new roles, we conducted extensive training sessions for 381 participants across different levels of the organisation.

Digital Learning Labs for transformation

The Digital Learning Labs play a vital role in equipping our workforce with the skills needed to drive PostNL's digital transformation. These labs provide focused knowledge and skills training in three areas:

• Customer experience
• Digital acceleration
• Agile methodology.

In 2024, employees completed 330 Digital Learning Labs. Alongside these, we also organised an AI Hackathon, which attracted 75 participants. This reflects the growing interest and engagement in developing AI-driven solutions and acquiring essential digital skills for the future. Through these targeted initiatives, we empower our workforce to stay innovative, adaptable, and aligned with our strategic ambitions, ensuring the continued delivery of exceptional value to our customers and stakeholders.

In 2024, we welcomed 229 visitors (5% of targetgroup) and they have completed 330 labs. Since the programme's inception, a total of 465 visitors (11% of targetgroup) have participated, with 1,135 labs successfully completed. This initiative supports our ongoing efforts to strengthen digital capabilities across the organisation.

Shaping a learning culture 

At PostNL, we are dedicated to cultivating a culture of continuous learning and development, creating an environment that actively promotes knowledge sharing and personal growth. As an employer, we enable employees to take charge of their own sustainable employability, while providing the necessary resources and support. Through our internal learning platform, Mijn Leerplein, we enhance the learning agility of our workforce across all business units, fostering adaptability and a swift learning capability that mitigates risks and drives positive results. In line with our ongoing commitment to learning and development, in 2025, we will initiate a pilot to extend access to Mijn Leerplein to segments of workers within our value chain, starting with those in the e-commerce sector.

Enhancing learning accessibility and usability

Through the enhancement of Mijn Leerplein, we aim to improve accessibility and usability of learning activities. A number of initiatives have been implemented to ensure that employees can easily find the learning opportunities that align with their individual needs. Actions include streamlining the platform's interface to improve navigation and simplify the process of accessing relevant learning content. Additionally, we are integrating the GoodHabitz platform to offer a comprehensive range of courses and resources and will further roll the GoodHabitz platform out in 2025. To further personalise the experience, we introduced personal segmentation. These improvements have resulted in an increase in engagement, with 3,529 participants actively using Mijn Leerplein.

Centralised training

By centralising our training programmes on a single platform, we aim to improve accountability and data tracking, addressing gaps in platforms that currently lack these features. This transition will enable us to gather more comprehensive data to measure the effectiveness of our training initiatives, as outlined in our target section.

Promoting learning agility

We are also committed to enhancing learning agility across the organisation, enabling employees to swiftly acquire, adapt, and apply new skills in a variety of contexts. To support this, we offer learning agility assessments to employees from salary scale 5 onwards, providing valuable insights into their strengths and areas for development. This approach empowers employees to take ownership of their growth and actively pursue development opportunities. In 2024, 831 colleagues have received their learning agility report, reinforcing our ambition to cultivate a more adaptable and forward-thinking workforce.

Resources and evaluation 

We assess the number of participants and training hours within our systems, tracking the effectiveness of activities across various digital platforms. However, challenges remain in terms of trackability, as not all platforms provide comprehensive coverage, leading to incomplete data and an incomplete overview. To address this, we are developing Mijn Leerplein as the unified platform for all training programmes.

In terms of resources, a dedicated team, including L&D advisors, an L&D coordinator, and an L&D manager, is responsible for designing and executing learning and development strategies under the frameworks of 'Licence to Perform' and 'Shaping a Learning Culture.'

Targets

We have not yet set strategic or corporate-level targets for our action plans, as we are still in the process of assessing our training needs and resources. There are various ways to identify training requirements at both the organisational and team levels to support future target setting. Firstly, we are conducting a skills gap analysis focused on digital competencies, which will serve as a benchmark and target for building a digitally skilled workforce. Secondly, several management teams are actively defining specific training needs, such as expertise in occupational health and safety (ARBO) within HR. Thirdly, every employee is responsible for their sustainable employability and has a personal development target outlined in their individual attention form.

Monitoring and tracking effectiveness

In the meantime, we monitor several indicators to track the effectiveness of our action plans. To evaluate the impact of our training initiatives, we include a question in our employee engagement monitor regarding employees’ perceptions of training opportunities within the organisation. This feedback provides valuable insights into the current state of training across the group, business units, and departments.

Tracking indicators

For the Licence to Operate and Licence to Perform training action plans, we track two important indicators: the number of training hours per full-time equivalent (FTE) and the cost per FTE. These metrics provide insight into both the volume of training delivered and the cost efficiency of our programmes, with our overarching ambition being to improve the effectiveness of our training initiatives. We are in the process of aligning these measures with the CSRD metrics, which will come into effect in 2025.

Regarding the Sharpen a Learning Culture initiative, we monitor engagement and participation rates on Mijn Leerplein, our central hub for training programmes. While we currently compare these rates against historical data, we have not yet set a defined ambition level for future performance.

Metrics

PostNL Employee engagement Share of engaged employees
2023 - 2024

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In 2024, the average engagement score was 67% (2023: 68%), calculated as a weighted average of the 67% result from the spring measurement and an increase to 68% in the autumn measurement. We are pleased that, despite the various measures we have had to implement over the past year, we have maintained strong commitment from our employees. The average response rate was 45%. Within the relevant business units, we will actively work with these findings to take appropriate actions and improve. More information on the scores can be found in the Social value chapter.

Health and safety

Actions

Occupational health and safety working conditions management system

In 2024, PostNL enhanced its risk and incident management by replacing its Health & Safety tool with the occuptional health and safety working conditions (OHSAS) management system, integrating risk and incident processes. This system provides a structured, automated approach to mitigating workplace risks, supporting continuous improvement in health and safety. Aligned with ARBO regulations and ISO 45001, this management system follows the Plan-Do-Check-Act (PDCA) cycle to promote compliance, risk management, and employee well-being.

Risk mitigation

When risks are identified, an action plan is created, detailing responsibilities and timelines, with outcomes monitored until risks are mitigated or resolved. The system ensures actions are tracked, and effectiveness is evaluated, ensuring ongoing improvement in workplace safety. In case accidents occur, PostNL provides comprehensive insurance coverage to support employees financially affected by workplace incidents. We offer psychological assistance for those experiencing traumatic events and comply with the Dutch Wet Verbetering Poortwachter to support employees' reintegration after accidents. These actions ensure financial security, emotional support, and effective recovery for our employees.

Expansion of scope of the management system

The new OHSAS management system, introduced in late 2024, will be further expanded in 2025 to cover all Dutch business entities. While PostNL’s policy applies to both its workforce and temporary workers, independent contractors and partners remain responsible for their own health and safety policies. However, PostNL remains actively engaged to ensure that standards are upheld across our operations. More information on the implementation of OHSAS management system can be found in the Social Value chapter.

Commitment to ISO 45001 standards

PostNL’s commitment to ISO 45001 standards is demonstrated through adherence to the PDCA cycle, guiding continuous improvement in workplace health and safety. External audits are conducted annually, with full recertification every three years. PostNL’s latest recertification was completed in 2024.

Rolling out a digital health survey 

To enhance employee health, safety, and well-being, PostNL has launched a digital health survey initiative aimed at identifying long-term health risks associated with, but not limited to working at PostNL. By implementing this initiative, we align with regulatory standards such as the Periodic Occupational Health Examination (PAGO), which is incorporated in the digital health survey. We strongly believe we can only strengthen workplace health management by also looking beyond health in a workplace environment. The initiative targets potential health concerns highlighted by the risk assessment tool, such as nocturnal labour and physically demanding tasks, while also promoting health awareness in both employees’ working and private lives, reducing absenteeism and increasing labour productivity. Summarized health data is collected from employees through questionnaires, enabling workforce segmentation and the implementation of preventive measures that improve overall vitality.

After a successful pilot of the digital health survey in 2024 within the Transport department, the survey will be made available to all PostNL employees later in the first quarter of 2025. Additional promotional campaigns will be issued gradually per department to emphasize the importance to employees even more, starting with our parcels department.

Alignment with regulatory standards

With the initiative we align with regulatory standards. For example, we have incorporated the mandatory Periodic Occupational Health Examination (PAGO) in a broader digital health survey. We strongly believe we can only strengthen workplace health management by also looking beyond health in a workplace environment. After a successful pilot of the digital health survey in 2024 within the Transport department, the survey will be made available to all PostNL employees later in the first quarter of 2025. Additional promotional campaigns will be issued gradually per department to emphasize the importance to employees even more, starting with our parcels department.

Management of physical labour 

At PostNL, we are committed to ensuring a safe and healthy working environment for all our employees. As part of our ongoing efforts, we continuously assess and enhance our occupational health and safety activities to align with best practices and regulatory requirements. More information on the actions we took to manage physical labour during 2024 can be found in the Safeguarding occupational health and safety section of the Social value chapter on pages 64-66.

Traffic safety 

At PostNL, we are committed to improving traffic safety through structured initiatives that include driver education, mandatory training, and public awareness efforts. Our drivers receive targeted training, including annual refresher courses, supported by online modules, to ensure up-to-date safe driving practices. These programmes, however, do not extend to delivery partners. Further details on our traffic safety training programmes are outlined earlier in the section on ‘Actions on training and skills development’.

Supporting traffic safety campaigns

PostNL actively supports national traffic safety campaigns, such as Veilig Verkeer Nederland’s ‘Onze scholen zijn weer begonnen,’ raising awareness about the risk of accidents involving schoolchildren. We use a train-the-trainer model, where drivers trained by Verkeersgroep Nederland educate their colleagues. Special focus is given to heightened vigilance near schools, with attention to blind spots and pedestrian crossings. We have also added 2,200 magnetic traffic awareness stickers to our vans, targeting both time-critical (TGN) and e-commerce operations. Awareness efforts are also extended to delivery partners.

Additionally, we engage with communities by offering ‘dode-hoek’ (blind spot) lessons at primary schools and have equipped our larger TGN trucks with ‘fietsenvangers’ (bike catchers) to reduce cyclist accidents.

New Health and Safety board

PostNL has adopted a dual-structured approach to managing its health and safety impacts, excluding absenteeism. This framework comprises both centralised and decentralised elements, ensuring a balance between strategic oversight and operational adaptability.

The central health and safety organisation is responsible for developing policies and safeguarding their consistent implementation across the company. Its efforts are guided by the strategic direction set by the newly established Health and Safety board, ensuring alignment with company-wide safety standards and regulatory requirements.

Alongside this, decentralised operational teams adapt these policies to their specific working environments. By addressing everyday safety challenges at a local level, they ensure that the policies are not only implemented but effectively embedded within each business unit. This structured yet flexible approach strengthens PostNL’s commitment to a safe and secure working environment for all employees.

Improved leadership structure in operations to lower absenteeism 

Our workforce has a higher-than-average age distribution (see the workforce characteristics metrics earlier for a breakdown of PostNL's headcount by age), which may contribute to higher absenteeism linked to age-related health factors. Our approach to tackle this included several key initiatives across the company aimed at supporting both employees and managers in reducing absenteeism. For example, to create a more supportive work environment that meets employee needs and reduces absenteeism, we have restructured leadership at Mail in the Netherlands, splitting first, second, and third-line leadership into logistics and people-focused roles (this structure is unrelated to the 'three lines model' that we use for monitoring risk within the organisation).

The logistics team manages operations, while the people team focuses solely on employee management. This structure, now being piloted within Parcels, allows dedicated attention to personnel matters without operational distractions. Early results from Parcels are encouraging, and full implementation is planned by 2025. However, outcomes at Mail in the Netherlands remain inconclusive due to additional factors, such as:

• first line of People management at Mail NL work with a considerably higher span of control. Potentially offsetting benefits of the targeted approach;
• an older workforce, with longer absenteeism terms.

Dedicated absence management team

We have established a dedicated absence management team, including case managers, reintegration, and absenteeism advisors. While the employee’s direct supervisor remains the main point of contact, the case manager plays an important role in supporting the supervisor throughout the process. This team handles all aspects of absenteeism, from immediate cases to long-term reintegration and strategic analysis, aligning with our broader health and safety objectives.

Enhanced oversight

To enhance oversight, an absenteeism board, comprising business unit and HR directors, regularly reviews absenteeism data to ensure strategies are effectively implemented. Additionally, targeted meetings such as the absenteeism steering group in Mail in the Netherlands and bi-weekly sessions within Parcels address unit-specific absenteeism, combining data analysis with case insights to ensure responsive, tailored actions.

Other effectiveness trackers

We actively monitor work-related accidents requiring notification to the labour inspectorate, including incidents resulting in permanent damage, hospitalisation, or fatalities. Our goal is to minimise these occurrences, aiming for zero accidents requiring notification. Fatalities from work-related injuries are tracked, while recordable accidents are monitored. We also monitor traffic safety, specifically road traffic accidents with third party death. All these metrics are reported as part of our Health & Safety metrics in Our performance within the Own workforce section. Our ambition is to prevent all fatal traffic accidents.

Targets

In line with our health and safety policy, we set a 7% absenteeism target for 2024, aiming to prevent work-related absences and facilitate a timely return to work. The recorded absenteeism rate across the organisation in 2024 was 8.5%. This target applies to all business units within PostNL Netherlands and is closely monitored through our absenteeism reporting at corporate, business unit, and team levels. These reports enable us to assess the effectiveness of our improved management structure and evaluate how well people-focused roles support employee well-being and reduce absence rates. For 2025, we have set a target of 7.6%. Absenteeism remains a key indicator of our progress in enhancing workplace health and safety, and we continue to refine our approach to achieve sustained improvements in this area.

Setting absenteeism target

We have set the absenteeism target using a combined approach: an outside-in perspective, incorporating input from external stakeholders and market research, alongside an inside-in approach that draws on insights from various business units and internal teams. This ensures the target reflects both external trends and internal developments. PostNL sets targets by analysing current performance data and anticipating trends for the upcoming year. This process includes considering factors like seasonality over a 12-month period to ensure targets are both realistic and aligned with expected conditions. Employees are not involved in the tracking or setting of these targets.

Metrics

PostNL Occupational health and safety as indicated
2023 - 2024

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Our ISO 45001 certification was successfully renewed in 2024 by DNV. By the end of the year, 97% of our workforce was operating at an ISO 45001-certified site.

PostNL Health and safety as indicated
2023 - 2024

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Fatalities resulting from work-related injuries and work-related ill health, along with the recordable accident rate, are new metrics introduced as part of the 2024 implementation of the CSRD. As such, no comparative data from previous periods is available.

We are pleased to report that for 2024, no fatalities related to work-related injuries and work-related ill health were recorded among our own workforce or workers in the value chain at a PostNL site. However, we must report 456 recordable work-related accidents involving our employees in 2024.

PostNL Road traffic safety as indicated
2023 - 2024

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Regrettably, we report four road traffic accidents resulting in third-party fatalities across our operations in 2024. Two of these accidents involved collisions between PostNL vehicles and mobility scooters, both of which led to the tragic loss of the third-party victims. The third accident occurred when a PostNL truck was involved in a head-on collision with a passenger car, resulting in the death of the car’s driver. In the fourth incident, a cyclist fell following a collision with a PostNL vehicle and later passed away as a result of the injuries.

These accidents are deeply distressing, and we remain committed to preventing fatalities through initiatives, such as training, that enhance road safety awareness and promote responsible driving behaviour. Our ‘rate of road traffic accidents with third-party death per million kilometres travelled’ is below one percent per million kilometres.

PostNL Absenteeism as indicated
2023 - 2024

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Absenteeism at PostNL increased by 0.8 percentage points compared to 2023. To address this trend, we are committed to reducing physical workload, alleviating overall work pressure, and mitigating occupational risks. Due to our higher-than-average age distribution among our employees, as can be seen by the metric Headcount by age, our absenteeism may also be negatively influenced by age-related health factors. 

Measures against violence and harassment in the workplace

Actions

PostNL uses the Employee Engagement Monitor and Diversity Monitor to assess potential impacts and risks, including questions on integrity and undesirable behaviour. Survey results are analysed alongside investigations and incident reports to identify structural issues and inform a targeted approach. In 2024, we focused on two key actions: continuing our integrity e-learning programme and implementing an action plan to address undesirable behaviour. These initiatives aim to mitigate negative impacts on our workforce and address material risks.

Integrity e-learning

In October 2023, PostNL launched its integrity e-learning programme, outlining our business principles, the expected behaviours aligned with these principles, and the procedures for reporting any violations. This training includes a dedicated module on addressing undesirable behaviour. It is mandatory for management and office personnel within all business units and is offered as an optional resource to employees outside this target group. The training is also a compulsory part of our onboarding programme. More information on how we institute and monitor integrity e-learning can be found in the Our policies and Our performance of the Governance disclosures.

Expected outcomes and accountability

The integrity e-learning aims to enhance employee awareness of the behaviours expected within PostNL, contributing to a workplace that is safe, respectful, and inclusive. The director of Audit & Security holds accountability for this initiative, while the PostNL integrity officer manages implementation. HR data analysts track completion rates, and an external party is responsible for the development and maintenance of the training.

Dedicated action plan on (un)desirable behaviour

Between 2024 and 2025, PostNL initiated a dedicated project (action plan) aimed at defining and communicating the desired workplace behaviour, while enhancing and developing mechanisms to prevent, identify, mitigate, and address instances of undesirable behaviour. This project is designed to reach all PostNL employees, with expected indirect benefits for non-employees, such as temporary staff and other workers operating at PostNL locations. Objectives of the project include ensuring compliance, clarifying governance structures, improving incident management and follow-up processes, raising workforce awareness, enhancing management knowledge, and upgrading existing tools.

Project structure

The project is structured around three work streams, each targeting specific aspects of the workforce and addressing various topics. Collectively, the action plan focuses on prevention by clearly communicating expected behaviour and on mitigation by tackling instances of undesirable behaviour throughout the entire workforce. Accountability for delivering the action plan is shared between PostNL’s security and HR departments, with support from a dedicated project manager. Additionally, multiple individuals from across the organisation contribute to the work streams, ensuring broad involvement in achieving the project’s goals.

Policy and processes 

PostNL has developed a group-wide procedure on (un)desirable behaviour to provide clear guidance to our workforce. This procedure defines desirable and undesirable behaviour, outlines the steps employees can take if they experience undesirable behaviour, and details the formal process for reporting incidents. By implementing this procedure, PostNL aims to strengthen the prevention of such behaviour, ensure clarity on how it is addressed, highlight available support measures, and guarantee appropriate follow-up for reported incidents.

Strengthening the governance structure

To support this, we have further refined our governance structure, clearly defining roles and responsibilities in managing this issue. In addition to the external confidential advisors already available, we have appointed two internal confidential advisors, with a specific protocol for their roles currently under development.

We have also established a Plan-Do-Check-Act cycle, assigning clear roles and responsibilities, with a central coordinator on (un)desirable behaviour appointed to oversee this process. Reporting to our Audit & Security department, the central coordinator is responsible for centrally managing incident assessments and ensuring appropriate follow-up across relevant departments.

Furthermore, the existing PostNL business principles and code of conduct (Gedragslijn) will be updated in due course to include a dedicated section on (un)desirable behaviour and the expectations we have of our employees in this regard. The Code of Conduct is an integral part of our onboarding programme, and all new employees are required to sign it upon joining, confirming their understanding and commitment to these principles.

Implementation and communication 

PostNL has developed a comprehensive communication strategy and plan to ensure that policies, procedures, and actions are effectively conveyed to the workforce. This approach uses appropriate messaging and tone of voice tailored to each target group. The strategy primarily focuses on proactively informing employees about expected behaviour, clarifying PostNL’s process for addressing undesirable behaviour, and equipping managers with the necessary training to handle such situations in accordance with established procedures.

In December 2024, we launched a dedicated intranet page, providing employees with access to all new and existing materials. Additionally, key stakeholders—including HR business partners, management teams, and confidential advisors—were briefed on the newly developed procedure and related actions.

In the first quarter of 2025, we will continue to prioritise communication and training for employees and managers on (un)desirable behaviour, fostering open discussions within teams, and ensuring proper guidance and follow-up in cases of undesirable behaviour. Looking further into 2025 and beyond, we are developing additional initiatives focused on prevention and ongoing awareness-building, reinforcing a safe and respectful workplace culture.

Tooling 

The incident reporting process has been streamlined by removing references to undesirable behaviour from other channels, such as the HR complaints form. The HR service desk has been instructed to redirect any concerns related to undesirable behaviour to the dedicated incident reporting tool.

Additionally, the psychosocial workload questionnaire within PostNL’s health and safety identification and evaluation tool is being expanded to cover (un)desirable behaviour. This enhancement is referenced in other sections of the Social disclosures, Our policies.

Mitigating impacts and associated risks 

PostNL is committed to ensuring that our operations do not adversely affect our workforce. We achieve this by implementing clear policies, structured procedures, and specific actions aimed at safeguarding employee welfare. Through these measures, PostNL not only protects the well-being of its workforce but also mitigates potential business risks that could arise from such impacts, as well as the operational dependencies on our people.

In cases where tensions emerge between business demands and the well-being of our employees, PostNL remains steadfast in its commitment to maintaining a safe, respectful, and inclusive workplace. This priority extends to all individuals working for or with the company, ensuring that our operational practices align with our core values of safety and respect.

Some of the steps we take to achieve this include: establishing clear guidelines that promote employee well-being and embedding them across all aspects of our operations; implementing programmes and initiatives to monitor and improve workplace conditions, such as safety training and mental health support; and fostering open communication with employees, unions, and partners to address concerns promptly and collaboratively.

Targets

PostNL has not yet established strategic or corporate-level targets for managing (un)desirable behaviour, as our approach is still in the implementation phase. Nevertheless, we have alternative processes in place and are exploring additional methods to assess the effectiveness of our actions.

The effectiveness of our integrity e-learning is primarily tracked by measuring completion rates. More information on how we institute and monitor integrity e-learning can be found in the Our policies and Our performance of the Governance disclosures.

We are investigating ways to structurally measure the effectiveness of our dedicated action plan by monitoring results from both the employee Engagement Monitor and the Diversity Monitor. Additionally, we track incidents and signals related to undesirable behaviour, with ongoing analysis of investigation results. The PostNL integrity office provides quarterly reports to the Board of Management on the number, categories, and trends of such incidents, alongside recommendations for improving our current approach. The Integrity Committee advises on improvements to be made to the current approach.

Metrics

PostNL Incidents and complaints as indicated
2023 - 2024

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Unfortunately, undesirable behaviour sometimes occurs, such as bullying, sexual harassment, discrimination, or aggression. Throughout 2024, we actively raised awareness on these issues, leading to an increase in reported incidents, in line with our expectations.

We are pleased to report that in 2024, no material fines or significant penalties were imposed on PostNL as a result of incidents of discrimination. The incidents and complaints metrics were introduced as part of the 2024 implementation of the CSRD. As these are newly established, no comparative data from previous periods is available.