2013
business
report
Le Groupe La Poste,
taking on digital / 12
Le Groupe La Poste, a model
for proximity / 28
Le Groupe La Poste,
a driving force in development / 44
Contents
Profile / 1
News / 2
Interview with the Chairman and Chief
Executive Officer / 6
In 2013,
the digital revolution rolled on
unabated.
All over the world, the number of
letters sent decreased. Le Groupe La Poste is
aware that its business model is under threat,
and has decided to take action. It has adopted
a strategic plan that responds to
what all
its stakeholders expect in terms of services.
It is not a three- or a five-year plan.
No, by looking to 2020, it bears witness to
the profound transformation Le Groupe
La Poste’s strategic, business, social and
industrial model is undergoing.
Even its name,
“La Poste 2020: conquering
the future”,
is a rallying cry for all
266,369 postal workers to take up the biggest
challenge in their history.
A look back over a Group-wide
experience
NEWS
One of the findings of the Major Dialogue, kicked off in 2012, was postal workers’
need to understand ongoing changes. Le Groupe La Poste responded by making them
part of the process to build its “La Poste 2020: conquering the future” strategic plan.
March-May
Over 150,000 postal workers from the parent company and subsidiaries
took part in building the Group’s strategic project. Elected representatives and consumer
1 March 2013 Participatory process launched 18 May Consultation wrapped up
June
Conclusions drawn and main strategic priorities presented: 45,000 ideasput forward
4 July
Strategic project presented to the Board of Directors
September
Philippe Wahl appointed Chairman and CEO of Le Groupe La Poste; he extended the consultation
process to all stakeholders
November
The Board of Directors set to work on the prioritiesof the future strategic plan
What postal workers had to say
THREATS
Falling mail volumes 44% Parcels-express competition 33% OUR WEAKNESSES Inflexible organisation 31% Lack of synergies 19% OPPORTUNITIES Growth of e-commerce 40% Rise of services 30% OUR STRENGTHS
Postal worker commitment 27%
Group’s good health 23%
CRITICAL SUCCESS FACTORS
Working better together 33%
Selling more and smarter 15%
Granting more autonomy at local level 14%
A look back over a Group-wide experience
Thank you,
Jean-Paul Bailly
In his eleven years as head,
Jean-Paul Bailly saw Le Groupe
La Poste through some crucial
stages. He will be remembered
for the partnerships (local
postal agencies and Poste
Relais outlets) he made to keep
La Poste close to the French
public.
For Parcels-Express European
logistics, unprecedent
modernisation of Mail and
creating La Banque Postale,
boosting its business model.
For Customer Service Areas
and mobile telephone services,
which revolutionised the
La Poste experience and image.
And for the French Postal Act,
which set the company’s public
status in stone, and the capital
increase, which brought some
much needed relief.
Thank you to the man who
regained the French public’s
trust in a service they have
always held dear, the new
Honorary Chairman
March
Group governance guidelines setJune
2014-2020 financial business plan presented to the Boardof Directors. Action plans for the Group’s business units
presented
December
Citizen conferences: three citizen groups – from the country, the city and very small businesses – from different regions
said what they expected of services. Elected representatives heard, strategic
Citizen proposals condensed and incorporated into the
strategic plan
January 2014
28 January“La Poste 2020: conquering the future” strategic plan presented to the Board of Directors
INTERVIEW WITH THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER
A plan for Le Groupe La Poste
PHILIPPE WAHLYou decided to fast-track the
creation of the strategic plan
that aims to transform
Le Groupe La Poste from
top to bottom. Why?
Since 2013, Le Groupe
La Poste’s business model has
been challenged in a way that
threatens future development.
Our results highlight a paradox:
on the one hand, our net profits
are up thanks to the French tax
credit for competitiveness and
jobs (CICE); on the other hand,
our operating profits are under
sustainable downwards
pressure, and we must go into
debt to pay a dividend to our
shareholders. The main cause
for the Group’s dwindling
profitability is the drop in activity
in our traditional business lines
(Mail and La Poste Network).
Deliveries fell from 18 billion
addressed mail items in 2008
to 13 billion in 2013, and by 2020
it will probably be 9 billion items.
While our operating profits are
still in the green, Le Groupe
La Poste’s traditional business
model is no longer viable in the
long term. It is imperative that
we address this before it is too
late, which is precisely the aim
of our strategic plan, “La Poste:
conquering the future”.
The strategic plan was put
together with input from all
Group stakeholders as part
of an open, two-sided
dialogue. Why?
Because La Poste is in some
way involved in every activity in
France. That meant hearing our
stakeholders out was vital. Over
150,000 postal workers got
involved in the participatory
process we kicked off in spring
2013. They told us, “we need to
work better together”, meaning
they wanted Group unity. They
told us: “We need to sell more,
and smarter”, meaning they
were financially realistic.
They told us: “We need more
autonomy”, meaning they
wanted to take on more
responsibility. We talked a lot
with elected representatives,
who reaffirmed their
attachment to our mail carriers,
post offices and postal services.
We held energetic talks with
the unions, we spoke about the
strategic challenges ahead and
we put the figures on the table.
The citizen conferences helped
us better understand exactly
what our customers expected.
They want us to get a move
on, and they sent us the
message that concerned me
more than any other: La Poste
no longer plays a central role in
young people’s lives.
“La Poste is in some way
involved in every activity in
France.”
LA POSTE 2020:
CONQUERING
THE FUTURE
“We’re a company that puts
people and trust at the centre
of customer relations.”
Interview with the Chairman and Chief Executive Officer
Prioritising
development
New delivery, pick-up, installation
and mail-carrier watch services,
new automatic European-wide
locker network for parcels, new
banking services for business
customers, Group’s digital
transformation, etc.
Public
service 2.0
Efficient, balanced and beneficial
to the country with new public
interest roles: player in the energy
transition, modernising public
action and digital trusted third
party.
Championing
social progress
Making postal workers
active participants and
beneficiaries of Le Groupe
La Poste’s transformation
is one of the goals of the
social pact currently being
negotiated.
And we also spoke to our
shareholders, who pledged their
ongoing support for La Poste’s
development.
You decided to keep the
multi-activity business model
for Le Groupe La Poste
at a time when most other
European postal services are
abandoning it. Why?
In most countries throughout
the world today, postal services
have become businesses where
they used to be public services.
There are three main trends.
In northern Europe, the postal
service now deals in logistics,
and post offices have all but
disappeared. Italy, at the other
extreme, has focused on
banking and insurance, with
mail and parcels becoming
of secondary importance.
We however, like Switzerland,
Belgium and Japan, have opted
for a consolidated version of our
multi-activity business model.
The main reason for this is the
French public’s attachment
to their local post office.
But another is that it responds
to postal workers’ wishes to
maintain tight unity among all
the Group’s business units, and
our belief is that this unity is
creating developments. Finally,
the other advantage of our
multi-activity business model is
that it lets us keep our strategic
options open in a changing
economic and regulatory
environment, thereby
minimising the risks for
the Group.
Le Groupe La Poste is gearing
up to “conquere the future”.
What are the priorities of the
strategic plan?
Our objective is to consolidate
the Group’s business model or,
put simply, generate positive
cash flow again. How? Our
number one priority is
expansion. Conquering new
regions in all our business units
with new services is crucial if
we want to bring in new revenue
and have sufficient work for our
postal workers. We want to put
public service at the very centre
of our strategy because, after
all, it’s what we’re here for.
We’re also going to offer to
branch out into new areas of
public interest, such as the
energy transition, our
contribution to the
modernisation of public action
and digital trusted third party.
But to ensure La Poste has a
future, first we have to ensure
every postal worker has a
future. Our postal workers are
going to be confronted with
changing jobs and new
assignments, and we need to
prepare them for this. It is the
sine qua non of our strategy’s
success. Which is why we
offered to build a new social
pact with the unions that
emphasised training and
professional development for
all staff.
How would you sum up your
vision of Le Groupe La Poste
in 2020?
Le Groupe La Poste has both
the distinction and the luck of
being everywhere, for everyone,
every day. That’s who we are,
and what we want to build on.
We’re a company that puts
people and trust at the centre
of customer relations; we’re
a group that harnesses the best
of our networks to help millions
of people find their way through
digital society, and to make their
everyday lives easier. In 2020,
I see us as a very big public
company for personalised
services, completely
transformed but still true
to our postal roots.
EXECUTIVE COMMITTEE
GEORGES LEFEBVRE Head of Cross-entity Policies and Group Cohesion, Corporate Vice-President
RÉMY WEBER
Chairman of the Management Board of La Banque Postale, Group Executive Vice-President
PHILIPPE BAJOU Managing Director of La Poste Network, Group Executive Vice-President
NATHALIE ANDRIEUX
Digital Director, Group Executive Vice-President
YVES BRASSART
Chief Financial Officer, Group Executive Vice-President since 7 April 2014
PHILIPPE WAHL
Chairman and Chief Executive Officer
JACQUES SAVATIER Head of Regional Development and Governance Bodies, Group Executive Vice-President
MARC-ANDRÉ FEFFER
Head of Strategy and Development, Legal and International Affairs and Regulation, Chairman of Poste Immo, Group Executive Vice-President
NICOLAS ROUTIER Managing Director of Mail-Parcels-Home services, Group Executive Vice-President
NATHALIE COLLIN
Director of Communications, Group Executive Vice-President since 28 April 2014
SYLVIE FRANÇOIS
Director of Human Resources and Labour Relations, Group Executive Vice-President
PAUL-MARIE CHAVANNE
Chairman of GeoPost, Group Executive Vice-President
Le Groupe
La Poste, taking
on digital
At Le Groupe La Poste, the digital revolution
has begun and is shaking up all our business
activities, with innovation shining through
in e-commerce, online campaign management,
digital business communications, one million
new secure digital storage “safes”,
3D printing on trial in post offices, the launch
of an open data drive, and so much more.
The creation of a Digital Division in late 2012
sped up what was already one of the biggest
transformations in the history of La Poste,
More so for La Poste
All businesses need to grow and adapt,
but the challenges facing us at Le Groupe
La Poste make this all the more urgent.
We have to fund our public service missions,
which bring pride to our postal workers.
We have to come to terms with the sudden,
irreversible fall in mail volumes and find
new missions for our thousands of postal
workers. We have to give customers
the low prices and excellent service they
expect in order to fend off the competition.
And we have to capitalise on the strength of
our physical and digital networks and think
multi-channel.
IMPERATIVE
Prioritising development
“Selling more and smarter” is one of the
critical success factors our postal workers
overwhelmingly approved in the strategic
project. The challenge for the Group is to
increase revenues and consolidate income
statements without compromising La Poste’s
values, like useful products and services,
trust in mail carriers, attentive counter
clerks, personalised support from financial
advisors and Customer Service call centre
advisors available all through the
multi-channel customer experience. This means
winning over new customers with new
products and services, and keeping them
loyal with new methods.
BOOSTING REVENUES
AND SIMPLIFYING ACCESS
TO SERVICES
ACTIONS
Championing
open innovation
Lab Postal, IDentité Numérique
(digital identity), tablets on trial –
digital technology for all.
E-commerce
and all-digital approaches
From online store creation
to e-logistics.
The payment
revolution
Paylib, Talk to Pay and
contactless mobile payment
at La Banque Postale.
La Poste online,
a seamless experience
Multi-channel, easy to use.
Leveraging big data
for big growth
Data at the centre of digital
operations.
Definitively digital
What better driver for development than
digital technology? In the long run, we aim
to generate €1 billion in revenues from digital
operations. There are challenges on several
fronts. We have to train postal workers and
create a digital culture internally while
rebranding La Poste as a digital company
externally. And, since we are La Poste,
we above all have to make sure everyone has
access to digital technology.
Expert opinion
CAN DIGITAL TECHNOLOGY
RE-ESTABLISH RELATIONAL TIES?
Daniel Kaplan, cofounder and CEO of FING, the Foundation for the Next-Generation Internet
The trust crisis we’re currently witnessing on the Net is just as much a result of industrialised customer relations and invasive marketing as spying and piracy. But new digital spaces are springing up where trust is borne out of people’s interactions. Support forums, product review sites and online dating networks could all inspire new approaches to trust. Individuals are no longer alone before organisations. But they might need new “trusted third parties” to regulate their interactions. “Peer-to-peer” sharing between customers, encouraged by selected employees who contribute their expertise without gagging free speech, is another good way to humanise customer relations and employees’ work in one go.
Championing
open innovation
At Le Groupe La Poste, we’ve opted for
a form of innovation that harnesses the
expertise of external partners and
branches out into the ecosystem!
THE REVOLUTION HAS BEGUN
Lab Postal condenses one whole year of innovation into a single forum where Group digital solutions, prototypes developed with start-ups and awe-inspiring prospects can be displayed and experimented with. In 2013, the entire Le Groupe La Poste innovation community – postal workers with an innovative edge, major firms, think tanks, universities and influencers – flocked to the event for an insight into key digital transformation trends.
A KEY PLAYER IN THE DIGITAL ECOSYSTEM
The Group is a proud partner of several flagship digital events. The Futur en Seine festival each year showcases the latest innovations from France and beyond.
InnovationWeek, organised by the Hub Institute, brings digital culture to the masses with over 100 events dedicated to digital innovation organised all over France in one jam-packed week. Lastly, LeWeb is a major international date on the digital calendar attracting the industry’s top talents.
DIGITAL IDENTITY, SYMBOLIC FOR MORE REASONS THAN ONE
IDentité Numérique (IDN - digital identity) offers people a way to prove their identity online without revealing it. It capitalises on the trust La Poste has earned and applies it to the digital sphere. Digital identities are home delivered by mail carriers, who first check the person’s details. They build on thirteen years of experience by the Certinomis subsidiary (Docapost) in corporate authentication certificates. In a terrific show of Group synergies, the IDN and Certinomis teams worked hand-in-hand to bring their expertise to the general public.
TABLETS NO BITTER PILL
Employees at three Paris post offices are currently testing out the latest advisory and sales techniques using touch-screen devices, forging a faster, more modern relationship with customers. With the tablets, most transactions and operations can be performed in just a few taps of the finger. As part of the same forward-looking approach, La Poste is making digital tablets available for customers in some 50-odd local postal agencies, giving them free access to its range of online services as well as other French public service websites, like the CAF welfare office, social security and the job seekers centre. 1,000 other tablets will be deployed in 2014.
Create your own smartphone case
In a first for the general public, in November 2013 three post offices in greater Paris offered customers the chance to get advice on 3D printing and even print their own designs. It was La Poste Network’s way of showing that it could cater to changing consumer behaviours and the digital age to improve its range of products and services. The experiment is set to last between six months and a year, and will test out several new services and deployment scenarios.
Information, advice and sales at the tap of a finger, right in front of the customer.
LeWeb, a major international event attracting the industry’s top talents. La Poste, partner to the Futur en Seine festival, which showcases the latest in digital innovation. L LeW inte e eve t the t top
E-commerce
and all-digital approaches
By combining the know-how of our
business units, we at Le Groupe La Poste
are offering e-tailers big and small
a comprehensive range of solutions.
AN ONLINE SHOWCASE
Free and easy-to-use, annuaire.com is the leading solution for connecting 5 million professionals and counting to 1.1 million unique visitors. And with Box e-commerce, creating a retail website just takes a few simple clicks online, winning over 2,500 small- and medium-sized businesses since 2009.
E-MARKETING, E-PAYMENT, ETC.
The Mediapost Communication subsidiary is unleashing its own solutions, from direct mail, e-mail and SMS marketing campaigns via the Rosetta platform to e-coupons and the e-CRM. “Connected mail” meanwhile takes a paper document with a QR code and opens a streamlined mobile minisite with its
geolocation. Flash mailing, an app developed and tested by Mail, uses the same principle to link direct mail advertising to online content, just by scanning an image. La Banque Postale now offers secure e-payment, incorporating the Scellius solution and inaugurating Paylib
(see following pages). And if you think delivery is the key to a successful online shop, SoColissimo by ColiPoste offers a choice of location, MyChrono by Chronopost delivers express and Exapaq specialises in mainly B2B parcel delivery.
E-LOGISTICS BY THE LEADER
“Omni-logistics” is all about preparing thousands of parcels and delivering them right to the customer’s door, contending with short lead times and built-up areas, and offering flawless after-sales assistance. This is where the Viapost hub excels, as the no. 1 logistics expert in France with €73 million in revenues and almost 30 platforms in France and Europe
(see box).
Connected logistics,
spurring growth
for Le Groupe La Poste
1
RECEIVE GOODS2
STORE SECURELY3
PREPARE ORDER4
DELIVER ORDER5
MANAGE RETURNS6
MANAGE CUSTOMER RELATIONS Viapost, Mail’s logistics hub, is a major name in e-commerce-oriented logistics, with its innovative services suited to the size and scale of French and European online retailers, and with its industrial preparation prowess of 10 million orders a year, i.e. 3,600 an hour, or 1 every second.51%
of French people shop from home,
e,
and they’re spoilt for
choice: there are
138,000
online retailers in the country.
oilt r
for
The biggest
gg
800
clock up over
10,000
transactions a month
.
In 2013, e-commerce posted
€51.1 billion
in sales,
up 13.5% on 2012.
(Source: Fevad.)
FULL- E-OUTSOURCED E-COMMERCE
Mixcommerce came into the Group’s fold in 2012 and manages brands’ online activities on their behalf from A to Z, including site creation, product photography, merchandising, e-marketing, e-logistics and after-sales. It’s just further proof of Le Groupe La Poste’s comprehensive know-how. Preparing thousands of parcels and delivering them nearest to final customers.
New technologies are reshaping the way
we do banking. At La Banque Postale,
we are carving out a place in the future of
payments to make customers’ lives easier.
THE REMOTE BANKING BOOM
The resolutely omni-channel La Banque Postale is pursuing the deployment of its 100% remote banking branch, “La Banque Postale chez soi” (La Banque Postale at home). Here customers are put in touch with a special advisor and have their needs seen to by a team of advisors available during extended hours
via a variety of channels (e-mail, telephone, secure inbox, IM, videoconferencing). Following the 2012 inauguration of the first branch in Orléans, new branches have opened in Rennes, Montpellier, Toulouse and Châlons-en-Champagne. By the end of 2013, over 70,000 customers had signed up for a fully remote banking relationship.
MOBILE PAYMENT COMING SOON…
Curious to know how it works? A card containing the secure payment application is inserted in your mobile phone. You then place your mobile within 4 cm of a payment terminal and the transaction is complete in just a few seconds. After a year-long trial in Bordeaux and Caen with 500 employees and customers, the new service is set to be launched in mid-2014 as part of a strong partnership with La Poste Mobile. Customers with other mobile phone carriers will also be able to benefit.
STRATEGICALLY IMPORTANT ONLINE SHOPPING
One of the main concerns of e-shoppers is how secure online payments really are. Which is why La Banque Postale is experimenting with systems to bolster customers’ trust. Paylib, for instance, is a simple, secure online payment solution that does not require users to enter their account details. Paylib is free for online
The payment
revolution
80%
of French people make online purchases
from their
computer
p
r
,
24%
from their tablet and
14%
from their
smartphone.
But a huge
33%
have little or no trust in online
transactions.
(Source: IFOP study, August 2013.)Mobile payment will be launched in mid-2014.
shoppers and competitively priced for e-tailers, and was immediately taken up by 8 major online shopping sites. Since September 2013, over 500 La Banque Postale customers and employees have been trying out online payment via voice recognition. The technology, dubbed “Talk to Pay”, has the potential to be integrated into future developments in other areas, to identify customers when connecting to voice servers, accessing bank accounts online, and more.
ent t
d inn
La Poste online,
a seamless experience
From mail carriers’ rounds and retail outlets to websites and smartphones, our
networks are all about interaction at Le Groupe La Poste. Now we are binding them
closer together to offer an appealing and efficient multi-channel experience.
Le Groupe La Poste, taking on digital
Two new mobile and tablet applications
for accessing retail and other services (postal charges, mail/parcel tracking, post office locators, etc.) anywhere, anytime, available in
Laposte.fr, La Poste’s one-stop shop for online services. It offers easier access, a customisable space, a single shopping area, webmail and online customer assistance, not to mention real synergies with what’s on offer in post
LESS HASSLE, MORE SATISFACTION
The new customer-oriented, cross-channel service model condenses all Le Groupe La Poste’s physical and digital networks into the one place.
3.8
million active laposte.net
webmail accounts in 2013.
Nearly
13 million
unique
visitors per month
to Group
websites.
Over
4.2
million downloads
of Group mobile
e
applications.
Over
1 million
Digiposte
digital safe registered users and over
g
200 business customers.
Over
100,000
“likes” on
La Poste’s Facebook page
e
.
Docapost nets the
highly sought-after
“digital safe”
certification
Issued by the French National Federation of Trusted Third Parties (FNTC), the certification is awarded for compliance with the highest
requirements in terms of integrity, timestamping and electronic archiving traceability.
The multi-channel customer account,
accessed with one set of login details, is the next generation in customer relations, available on- and offline, customisable, modern, efficient and secure, available in
Le Groupe La Poste, taking on digital
Leveraging big data
for big growth
No data, no digital! At Le Groupe La Poste,
we have one major ace up our sleeve.
As France’s traditional means of
communication, we have built up an
impressive stock of data. Now more than
ever, nobody knows French lifestyle and
consumer habits better than La Poste.
MEDIAPOST COMMUNICATION: SMART THINKING
Le Groupe La Poste began going digital twenty years ago via a data phase. After all that time offering mail delivery to everyone in France, direct mail and address decryption software, the Group was able to put together highly detailed address files and has emerged as the leader in geomarketing in France through its Mediapost subsidiary. This customer insight was bolstered by the acquisition of specialist companies like Mediaprism, which has a database of over 36 million French consumers, including 20 million online shoppers.
E-HEALTH ADVANCING
Healthcare accounts for over 10% of French economic activity. Le Groupe La Poste is getting in on the action with a range of highly innovative service by Docapost aimed at helping
companies and institutions take the digital and mobile leap. Docapost is the biggest host of healthcare data in France, and has been tasked by the National Order of Pharmacists to manage its 28 million pharmaceutical files and
associated e-health services, such as automatic alerts for out-of-stock products and health scares. Docapost is also helping insurers with the creation of Provéance, a cutting-edge platform dedicated to personal risk that allows insurers to optimise the industry’s key processes and establish multi-channel customer relations.
DATAPOSTE: IN-HOUSE OPEN DATA
In keeping with its values of proximity, accessibility and transparency, Le Groupe
La Poste has opened up its first sets of postal data (see box) and joined forces with the government taskforce Etalab by sponsoring the Dataconnexions competition, which rewards the most innovative reuse of public data. Le Groupe La Poste took things one step further with DataPoste, a drive to open up and exploit postal data on a large scale. Employees, start-ups, developers, designers and end-users have already signed up to battle it out for the title of best future service.
The first sets of postal data open
to the public are:
– the list of the 17,000 retail outlets in the postal network (excluding Pickup outlets) and their opening times;
– the list of So Colissimo pick-up locations (post offices, Cityssimo and ColiPoste offices).
Find out more at data.gouv.fr
Docapost, helping companies and institutions take the digital and mobile leap.
Mediaprism, the expert in building customer files.
OUTLOOK
2020
2020
€1 billion
2013
2013
€330
million
REVENUES FROM DIGITAL ACTIVITIES
•
La Poste
online
•
Digital
local services
•
Trusted third
party for digital
exchanges
•
Partner
of choice for
online retailers
and pros
•
Big data
for big growth
E-COMMERCE
E-marketing
and e-CRM with Mediapost Communication,
Box e-commerce
for online sales,
order
processing
by Viapost,
100% personalised deliveries
and
European-wide
locker network
.
3 NETWORKS IN SYNERGY
for accessing all
products and services
and dealing with
La Poste, available in
December 2014.
1 SINGLE ACCOUNT NUMBER
human
1
physical
2
digital
3
E-BANKING
La Banque Postale
100%
remote banking
Le Groupe
La Poste,
a model for
proximity
As exclusion becomes increasingly common
– due to isolation, an ageing population,
the recession, the digital revolution or regional
mutation – we at Le Groupe La Poste are tightening
the ties that bind us to our customers, the general
public, elected representatives, regions and society.
We are driven by our public service values,
and determined to go one better to shore up
IMPERATIVE
An original model
Deutsche Post put its money on international
parcels-express, and now ranks among
the top 3 logistics firms in the world
through its DHL subsidiary. It no longer
has a bank or any of its own post offices
– these are run in partnership – and is
diversifying into passenger transport.
Its British counterpart Royal Mail has also
given up its bank a long time ago, but has
gained some leeway from its successful
stock market flotation in October 2013.
In the United States, the Internet rocked
the mail-focused US Postal Service before
ushering in a host of new perspectives.
A deal with Amazon to deliver parcels
and mail on Sundays, for instance, opened up
a multi-billion-dollar market. At Le Groupe
La Poste, however, we made the maverick
decision to become a multi-activity,
multi-channel local services operator, with
operations in banking and insurance.
Four missions, one agreement
This choice of business strategy was
approved by the French government and
enshrined in four public service missions:
universal postal service, press transportation
and delivery, banking accessibility for all and
a contribution to regional planning. These
missions were laid down in a business
contract signed with the French State and
renewed in 2013, with new quantitative
and qualitative commitments and financial
compensation.
Proximity, version 3.0
The digital revolution is drastically changing
the way our public service missions are used
and financed. Mail revenues and post office
visits are tumbling. People are increasingly
SERVICE FOR EVERYONE,
ACTIONS
The mail carrier’s bond
Sworn, connected, and more
efficient than ever with the
Facteo smartphone.
Postal coverage
Retail outlets, product lines,
technology: services are more
accessible on every front with
La Poste.
A bank for everyone
La Banque Postale on hand
for vulnerable and high net-worth
customers, local public
stakeholders, businesses
and associations.
Local deliveries
Réception choisie (delivery
on request), Predict, Livraison
Interactive (interactive delivery),
Follow My Parcel, Pickup and
Colizen: services and networks
closer to the customer.
Around the world
DPD, Asendia and Pitney Bowes:
welcome to Le Groupe La Poste.
demanding instant, personalised responses.
And this is not about to change. Which is why
we are turning it to our advantage. As part
of the 2013-2017 business contract, we have
made commitments to citizens to refresh
our range of services, reboot our image as
a public company and re-establish the viability
of our business model. It is time for public
service to go digital.
Expert opinion
WHAT IS THE FUTURE OF PROXIMITY?
Marie-Christine Jaillet, sociologist and researcher at the CNRS – University of Toulouse 2
The word “proximity” is primarily a metric assessment, but insofar as it can be calculated, it is not so objective: it varies with age, level of resources, lifestyle. Otherwise, in highly mobile societies, nearness is defined not only as something within easy walking distance, but as something that can be accessed quickly. Digital technology, which is dematerialising society, contributes to deconstruct the notion of proximity: goods and services now come to your home at least as long you master the tools that allow it. Proximity also encapsulates the issue of social bonds. What makes relationship is just as physical proximity as social proximity, and with social networks, you no longer need to be face to face to communicate. Local services can only be reinvented by coming to an understanding of all these nuances, considering proximity in terms of mobile, digital societies, and formulating a response that works on multiple levels.
Le Groupe La Poste, a model for proximity
The mail
carrier’s bond
As our environment, our markets
and our customers evolve, we at
Le Groupe La Poste are taking action.
And mail carriers’ services are one
of our priorities.
A CONNECTED NETWORK WITH FACTEO
Facteo was designed for and with mail carriers and is revolutionising the way they make their rounds and expanding the range of local services. Suitable for both personal and professional use, it combines standard smartphone functions (phone, text, e-mail, Internet) with three applications: one for signing for tracked objects, another for overseeing proxies and a third for monitoring mail forwarding. As a way of leveraging mail carriers’ services, Facteo has proved a hit with both mail carriers and customers, making rounds easier, customer relations better and La Poste’s brand image more “now”. As 2013 ended, 10,000 mail
carriers were connected, with 40,000 projected for end-2014 and 100% by end-2015. Facteo will eventually offer 15 to 20 different services.
NEW COMMITMENTS
Mail’s list of customer commitments got a little bit longer in 2013 with two long-awaited free services: repeat delivery of registered letters by calling 3631 before 7 pm, and online proxy nominations. And laposte.fr is taking things one step further. Customers can now choose what day the repeat delivery will be made (within six days) and the pick-up post office for registered letters and parcels.
THE SERVICES OF TOMORROW
Le Groupe La Poste will be padding out a full, innovative portfolio of services for the smart home, ranging from home security to energy efficiency and e-health. Its long experience in home delivery and the wealth of the Group’s combined know-how have ensured a good
head start, with products and services like Digiposte’s digital safe, La Banque Postale’s remote monitoring and assistance and Docapost’s management service for complex information systems. The launch is slated for 2014.
Facteo honoured with two awards
in 2013
The Marketing Excellence Award from
Adetem, the French National Association of Marketing Professionals, and the Innovation Award from Netexplo, an international observatory of emerging uses of digital technology.
10,000
mail carriers equipped
with Facteo
o
at the end of 2013
and
3
initial applications offered
to customers daily.
2
new customer
commitments from Mail:
online proxy nominations
and free repeat delivery of registered
letters
p
s
p
Le Groupe La Poste, a model for proximity
Postal
coverage
Postal coverage, governed by an
agreement with the French State and
the French Mayors’ Association, is one
of the French postal service’s unique
drawcards. The 2014-2016 agreement
reaffirms the network’s vital role for the
third time running.
ACCESSIBLE AND ADAPTABLE
The latest local postal coverage agreement keeps the same legal and regulatory
framework. “The network includes no fewer than 17,000 retail outlets spread throughout France(2).”
To fulfil its regional planning duties, La Poste adapts its network in consultation with elected representatives, “in particular by entering into public or private local partnerships, seeking the best economic and social efficiency”. While the third agreement continues on from the previous two, it nevertheless marks a change in direction and sets two major priorities. First, local services should be pooled into dedicated areas as much
as possible, and new forms of partnerships sought. Secondly, the range of postal products and services should be improved via better access to digital technology in the network’s retail outlets.
ACCESSIBLE AND UNIVERSAL
2013 saw over 320 post offices become accessible to people with reduced mobility and 4,600 others get fitted out with at least one device, like sound amplifiers for the hearing impaired, and detectable warnings and guidance strips and audio terminals for the visually impaired. Poste Immo, which manages the 3,485 properties owned by the Group, will have achieved full accessibility on 1 January 2015, with 82% of properties already compliant at end-2013. Simplifying sign-up procedures at La Poste Mobile and condensing Mail and Parcel ranges from 1,700 products down to 100 or so is making product lines more accessible. And lastly, a brochure produced jointly with
the French Immigration and Integration Office is giving migrants easier access to postal services. Two more brochures are planned for people with disabilities and travellers.
ACCESSIBLE AND MOBILE – MISSION ACCOMPLISHED
With 1 million customers signed up in just over two years, La Poste Mobile is a resounding success and proof of La Poste’s ability to bring the latest technology within everyone’s reach. What makes this possible is its strong local brick-and-mortar network and its postal workers’ enthusiasm for the modern,
competitive offer. The basic offers, the SIM plans and the €19.90 per month unlimited plan with smartphone, launched in September 2013, have met with considerable success among their respective target audiences.
(1) Excluding the 29 speciality public outlets.
(2) French law of 2 July 1990, as amended by the laws of 20 May 2005 and 9 February 2010.
Under 10% of the
population in any given département
more than 5 km
and 20 minutes
by car from the nearest La Poste retail outlet(2).
17,052
(1)retail outlets
s
, including
9,692
post offices
and
7,360
partnerships, Relais Poste outlets and
p
local postal
agencies.
€170 million
in local tax reductions granted to
La Poste each year
r
r
in consideration for its regional planning mission,
for the years 2014, 2015 and 2016.
The 2014-2016 postal coverage agreement advocates a form of postal coverage that is better suited to regions’ and
Le Groupe La Poste, a model for proximity
A bank
for everyone
La Banque Postale is pursuing its
development to the benefit of all its
customers, whether private individuals,
businesses or local public stakeholders,
and putting their interests first.
CENTRAL TO REGIONS
La Banque Postale provided €6 billion in financing to the local public sector in its first full year in the market. In its drive to assist regions, it has rolled out measures such as swiftly expanding the range of loans available, lowering the loan threshold to €50,000, thereby granting smaller local authorities access to finance, extending financing options to local public corporations and hospitals, and deploying regional sales teams. On top of this, it also granted €3 billion in funding to other legal entities in 2013.
THERE FOR MODERATE-INCOME CUSTOMERS
La Banque Postale has quickened on social home ownership in offering the social ownership loan
(PAS). It has partnered up with stakeholders in the social housing sector to finance buyers as part of the scheme to increase finance security spearheaded by the low-income housing movement. It is backed up by a steering committee. In 2013, La Banque Postale approved 8,900 loans with a combined value of €1 billion.
SUPPORTING VULNERABLE CUSTOMERS
In line with its commitment to “the initiative against exclusion from banking services” in partnership with 11 major associations, La Banque Postale has created “L’Appui” (support for you). This innovative banking advisory and guidance platform is a major step forward in preventing difficult financial situations from arising or being exacerbated. It offers customers experiencing one-off or ongoing financial difficulties support with budgetary and banking matters, makes it easier for them to access welfare and guides them towards suitably priced services.
SERVING HIGH NET-WORTH CUSTOMERS
BPE boasts a robust wealth-management platform for managing both loans and savings. With this acquisition, in April 2013, La Banque Postale bolstered its appeal to high net-worth customers with a full range of services to meet their needs.
ALONGSIDE ASSOCIATIONS
300,000 associations have put their trust in La Banque Postale. The bank also launched two new packaged products in 2013 to lend a hand to local associations: Adispo Asso Classic and Adispo Asso Intégral. And for management organisations, it has reinforced its savings solutions and launched equipment/property leasing solutions as well as medium- and long-term financing options.
SEPA: Le Groupe La Poste overseeing
migration
As of 1 February 2014, a single format must be used for all electronic payments in the euro zone. The Group successfully completed full migration via a cross-entity project without any adverse effects for its customers. La Banque Postale now boasts full compliance with next-generation payments. Docapost, meanwhile, guided Mail and Parcels customers through the numerous financial, operational and service-related obstacles SEPA migration entailed. Other companies and banking groups also entrusted Docapost with this task.
€6 billion
in loans to the local public sector and
€3 billion
to otherrr
legal entities granted by La Banque Postale.
8,900
social
home ownership loans
s
approved by La Banque Postale.
300,000
association customers
s
q
q
q
Le Groupe La Poste, a model for proximity
Local
deliveries
No undelivered mail on hold by 2015 –
that’s the goal we set in 2011, however
crazy it may have seemed. But by making
the customer central to all operations,
we at Le Groupe La Poste are on track to
achieve it.
REPEAT DELIVERIES TO SUIT YOU
Out of the 300 million registered letters and parcels sent each year, 62 million have to be put on hold in the post office because the recipient was not home. Repeat deliveries are costly for La Poste, and customers aren’t always thrilled about having to come into the post office. With “100% réception choisie” (delivery on request), the customer picks the date, the time, the person – everything. This second, personalised delivery will guarantee zero item on hold and 100% customer satisfaction.
DELIVERIES YOUR WAY
Being able to reschedule a delivery just before it is due is an absolute must for e-shoppers nowadays, not to mention something that sets online retailers apart. The service, dubbed “Predict”, was invented by DPD UK in 2010. It was such a success that Geopost extended it to 18 other countries. And in 2013, France got onboard, with Chronopost inaugurating Livraison Interactive (interactive delivery), ColiPoste launching interactive delivery notices, and Exapaq trialling a new interactive delivery service with a three-hour window.
FOLLOW THAT PARCEL!
One thing online shoppers really want is to be able to track their parcel in real time from the moment it’s shipped to the moment it’s delivered. Here again DPD UK paved the way with Follow My Parcel. It allows users to track their parcel via GPS during the final 15 minutes of delivery. ColiPoste is focusing on tracking sent
parcels instead, with Coliview. This tool lets companies track their shipments and manage claims via their online account. It can also search up to 20,000 parcels over a 90-day history.
PICK-UP ANYWHERE
Consumers are lining up to have their parcels delivered to Pick-Up, Drop-Off (PUDO) spots, a service Le Groupe La Poste excels in. Pickup, acquired in 2009, is the leading PUDO network in France, with 7,000 delivery spots at the end of 2013. In addition to this, the “click and collect” service has won over almost 1,000 Orange stores and a score of Numéricable branches. Across Europe, a PUDO network of over 14,000 locations has been rolled out, with 4,500 in Germany and 1,300 in Benelux. Geopost meanwhile has just finalised a partnership deal with Neopost to complete its range of delivery solutions. By 2016, 1,000 GeoPost-specific automatic lockers should be up and running in France in high-traffic areas.
Coming soon: deliveries when
it suits you best
Chronopost’s newly acquired stake in
Colizen, a specialist in delivery on appointment in greater Paris, is a sign of premium delivery options to come. That means whenever is most suitable, even in the evening for orders made that day. E-commerce players will soon be able to roll out this unparalleled service in all major French cities.
14,000 PUDO locations all across Europe.
Le Groupe La Poste, a model for proximity
Around
the world
Whether it’s delivering mail and parcels
or clearing customs, we at Le Groupe
La Poste are helping to facilitate globalised
exchanges, and make no secret of our
international ambitions.
NEW HORIZONS FOR GEOPOST
GeoPost, a Group subsidiary specialised in road-based parcels-express delivery under 31.5 kg, is the market no. 2 in Europe, with the Chronopost and Exapaq brands in France and DPD in most other European countries, as well as in Russia and Turkey. DPD has carved out a prime place in Europe’s booming e-commerce market with new initiatives and winning choices. DPD Russia is no. 1 in e-commerce. DPD Germany adapts it range to match online shopping trends. Thanks to extremely efficient return logistics, delivery within 90 minutes of ordering is now possible with DPD Now. E-commerce accounts for 30% of DPD Poland’s business, which has been named the official
logistics partner to ShopCamp, a major trade show for online retailers. GeoPost is aiming higher still to become the worldwide parcels specialist, targeting high-potential emerging markets in Eurasia, South-East Asia and Africa. It took its first steps in 2012 and 2013 by acquiring stakes in DTDC Courier & Cargo Ltd, the no. 1 in express delivery in India, Laser Group, the leading express player in South Africa, and Tigers Co. Ltd, a Hong Kong-based logistics and transportation company.
ASENDIA, BLAZING TRAILS IN INTERNATIONAL MAIL
While domestic mail is declining worldwide, international mail still harbours many high-growth segments, like advertising mail, catalogues and shipping of small quantities of online goods. Le Groupe La Poste positioned itself in this lucrative market in 2012 with Asendia, a La Poste-Swiss Post joint venture. It is now among the both world leaders in the
field, with revenues of €452 million and over 1,000 employees in Europe, the United States and Asia. Its assertive growth strategy made headway in 2013 with the acquisition of the American company Pitney Bowes’ international mail business in the United Kingdom, and investment in eShopWorld, an Irish company developing solutions and services across the entire e-commerce value chain. And if that weren’t enough, three new services are guaranteeing customers even greater delivery options worldwide.
FRENCH EXPERTISE, EXPORTING TO THE WORLD
Le Groupe La Poste is helping the Vietnamese postal service develop its network of post offices and its bank, LienVietPostBank. A partnership deal with Algeria’s postal service was signed in late 2013 for expertise sharing, skills development and the set-up of a funds transfer system. And the international express money order – an initiative of La Poste and its bank and the Moroccan postal service – is celebrating its twelfth anniversary under the aegis of the Universal Postal Union (UPU). Today, 66 different postal services offer the electronic postal payment service.
With operations in
over 40 countries
worldwide,
including
26 EU member states,
Le Groupe La Poste delivers
OUTLOOK
THE LEADING CONNECTED LOGISTICS NETWORK
2013
2014
2014
2013
40,000
2015
2015
100%
10,000
Mail carriers equipped with Facteo
20
new home-based services
and
€200
million in revenues in 2020
REAFFIRMED COMMITMENT TO PUBLIC SERVICE
Delivery
6 days a week
to all French homes,
service levels up with
a
next-day delivery
rate of
over 85%
for priority mail and
over 97%
for
press delivery,
banking accessibility
for all and increased efforts towards preventing over-indebtedness,
17,000 retail outlets
for its contribution to regional planning.
1
Energy transition
5 million energy
in-efficient homes to be
converted: mail carriers
could identify them and
La Banque Postale finance
the works.
2
Modernisation
of public action
1,000 public service
centres across France:
Le Groupe La Poste
could help pool their
services.
3
Trusted third party
Le Groupe La Poste could
create its own cloud
(1)and
be the holder of the trusted
environment of each French
people.
(1) Access to shared computing configurable resources.
Le Groupe
La Poste,
a driving force
in development
As France’s biggest employer after the State
and a leading player in establishing social ties
and speeding up exchanges, Le Groupe La Poste has
a major contribution to make towards the country’s
development. As our business model changes
direction, we at the Group are completely
reimagining the way we work, but we will never
stop putting human considerations at the centre
IMPERATIVE
GOOD FOR LA POSTE,
GOOD FOR SOCIETY
Rising to new expectations
Today, people send fewer letters, spend less
time in post offices and shop around for the
best parcel delivery rates and online banking
service. Yes, French customers do expect
different things now, but they remain fond of
La Poste and continue to trust us. We know
because they told us during the citizen
conferences. They want “more La Poste, but
a different La Poste”, one that’s more digital,
more nimble, and more and more
personalised.
New goals, same values
To accommodate to changing tastes
and new expectations, we need to develop
new, profitable products at Le Groupe
La Poste and expand into growth markets.
But not just any and not just any old how.
We are determined to stay true to our identity
and hand-pick opportunities in keeping with
our values. These include urban logistics
building on our delivery know-how, the
circular economy we are helping to build,
the social economy that we have been
supporting since its creation via La Banque
Postale, and the sharing economy it has now
thrown its weight behind. This way, Le Groupe
La Poste’s growth will bolster regional and
societal growth.
Ensuring a future
for all postal workers
We have committed to a fast, far-reaching
overhaul of La Poste to guarantee our future
existence. For postal workers, a new era
is about to begin, one full of change. We at
Le Groupe La Poste have pledged to make
them active participants in this transformation,
and the main beneficiaries of it too. All postal
workers will be given the resources they
need to build their future, from occupational
training, so they can seize new opportunities,
to excellent quality of life at work, so they can
find fulfilment in their jobs. We want to offer
postal workers a bona fide social pact.
Postal workers: main
participants, main beneficiaries
The quality of life at work
agreement improves daily life.
The social pact
Working together to build a future
for all postal workers.
Pioneering new logistics
Green urban logistics, the circular
economy: good for La Poste,
the planet and society.
Shining a light on
new trends
Crowdfunding, sharing economy
and more. Le Groupe La Poste
is moving with the times.
Showing solidarity with
society and regions
Equal opportunities, integration,
Telethon and Everyone’s a Ref’:
a front-line role in society.
ACTIONS
Expert opinion
CAN THE SHARING ECONOMY BECOME
THE NEW NORM?
Daniel Boy, research director at the Sciences Po centre for political research (CEVIPOF) and lecturer at Sciences Po
When we no longer need to own the things we use and are happy enough to rent the things we need from our neighbour, for example, then ownership will be disconnected from use, and we will witness a profound change in consumer behaviour. That is not yet the case. The current trend towards a sharing economy can be explained by economic necessity – people are trying to cut their costs, shorten the loops. As this phenomenon increases in scale, it will give rise to a certain number of problems. It will start competing with business, upset retailing methods, and mask part of countries’ GDP at a time when we are trying to include well-being in the calculations. On the other hand, belief in the sharing economy implies a certain degree of social trust. It is a method of consumption that boosts self-confidence, and confidence in others. While I do not think things will change overnight, I do believe in a contagion effect based on growing public trust.
Le Groupe La Poste, a driving force in development
Postal workers: main
participants, main beneficiaries
Le Groupe La Poste signed a landmark
agreement on postal workers’ quality of
life at work on 22 January 2013, setting in
motion a new dynamic, that will continue
in the social pact.
LEADING BY EXAMPLE
The agreement was signed by four unions, FO, CFDT, CFTC and CGC-UNSA, and sets out concrete commitments for improving quality of life at work: 17 effective immediately, and 8 under additional negotiation. Five such measures were implemented in 2013 concerning professional development for postal workers, work organisation, telecommuting, occupational health and the creation of a group body. These initiatives are starting to bear fruit.
1,100 local HR managers have been deployed across France to support postal workers in their everyday work and career development. Their contact details have been sent to all postal
workers and they are currently undergoing professional training.
A social alert system has been set up for unions.
Replacement methods have been adjusted to accommodate to foreseeable absences, allowing any postal worker who so wished to take at least three weeks of leave between 1 June and 30 September.
A telecommuting agreement was signed in June 2013. Eligible postal workers may now choose to work a maximum of two days a week from home or in a La Poste facility closer to where they live, drastically cutting their commuting times.
Professional development underwent three major improvements in 2013. A job board consolidating all available job offers across all business lines and at all levels is now available to employees in all the Group’s French subsidiaries. The inaugural Professional Development Week, organised by Le Groupe La Poste, was a resounding success, with over
840 meetings held throughout France, and an influx of postal workers seeking information about jobs, training courses and career paths. Lastly, almost 8 out of every 10 postal workers received training in 2013 (up from 1 in 2 in 2012).
The “Diversity” label was renewed following an audit of some 30 sites, and postal workers once again enthusiastically got involved in the National Disabled Workers Week in France, demonstrating the Group’s commitment to integration and equal opportunities.
Efforts to improve occupational health began to pay off. The number of accidents at work was down by 5%, and lost time following an accident fell by 3.5%.
A STANDARD FOR ALL TO FOLLOW
Le Groupe La Poste has adopted
a comprehensive ethics system in a bid to maintain the trust of its stakeholders and reduce risk. It includes a reference guide to professional ethics setting out guidelines sent to all employees, an accessible and secure whistleblowing system, a network of identifiable ethics advisors, an ethics committee and an ethics performance indicator. 2013 marked the initiative’s second year in action, with figures showing improvements: 83% of postal workers appreciate La Poste’s stance on ethics and professional conduct, while 74% have noticed a positive change in behaviour in this area.
15,000
new permanent
employees are currently being recruited
for the 2012-2014 period, making good
on a key commitment in the quality of
life at work agreement.
q
q
q
In 2013,
La Poste hired
5,298
permanent
staff and signed
over
620
sustainable job contracts and
5,100
work experience contracts.
La Poste signed over620 sustainable job contracts in 2013.
The social pact,
building a future for all postal
workers, together
If La Poste is to have a future and continue to develop, we need to embark on a fast,
far-reaching process of renewal. But we need to do it together, making postal workers
both the main participants and the main beneficiaries of any action.
TRAINING
Challenge – Professional development and ongoing skill adjustment.
Goal – Invest significantly in training with certificate-level courses and Group-wide career advancement prospects for managers.
FLEXIBILITY
Challenge – Working times that suit customers and postal workers.
Goal – Develop more flexible work organisation methods and schemes that improve quality of life at work.
PROXIMITY
Challenge – Making postal workers central to organisation.
Goal – Develop an HR function in tune with postal workers’ concerns, implement mobility at employment-area scale and give greater responsibility and support to local managers.
FAIRNESS
Challenge – Recognising commitment and managing costs.
Goal – Award fair remuneration that rewards
performance and commitment, and introduce a simpler, clearer and more equitable system of promotions.
SOLIDARITY
Challenge – A more united Group than ever.
Goal – Transfer skills between generations and introduce
professional development pathways between business units and the parent company and the subsidiaries.
ty
s.
TRUST
Challenge – Earning postal workers’ trust.
Goal – Mobilise the company to improve postal workers’ health and safety, implement strategic workforce planning to allow all staff to plan their future and improve social dialogue at all levels.
Pioneering
new logistics
At Le Groupe La Poste, we have set out to
become the standard setter in responsible
urban logistics, a potent driver for new
business.
GREEN DELIVERIES TAKE OFF
La Poste boasts the largest fleet of electric vehicles in the world, with mail carriers using almost 4,000 electric vehicles and close to 1,000 Quadéos every day! The move has been taken up with gusto in subsidiaries like Exapaq and Chronopost, which have opted for Mooville urban electric vehicles, the result of a
partnership between Chronopost and the Muses SME as part of its carbon neutrality programme. As part of this commitment, all Mail and Parcels operations are reducing their carbon emissions from deliveries as much as possible, and compensating their residual emissions. The Infini Drive project also continued, with trials carried out at 12 primarily postal sites. The information gathered as part of this project
will form the basis of a green paper in 2014 to suggest a standard charging system for electric vehicle fleets.
BUILDINGS UP TO SCRATCH
In 2013, Poste Immo joined major real-estate firms, banks and power companies in signing a charter for energy efficient public- and private-sector offices. The event took place at La Banque Postale’s head office in recognition of its premier role in environmental protection. By signing the charter, Poste Immo reaffirmed its proactive stance and its ambition to cut energy consumption in the Group’s real estate portfolio in anticipation of Grenelle 2 environmental laws coming into effect in France. Chronopost inaugurated the Beaugrenelle urban logistic area in Paris, the second of its kind and a model of city-centre integration and urban logistics. In the long term, it aims to cut CO2 emissions by 80% and half distances travelled by delivering from closer to recipients and using 30 alternative-fuel commercial vehicles.
CUT OUT FOR THE CIRCULAR ECONOMY
The circular economy aims to turn waste into resources, an area Le Groupe La Poste already excels in, with a regional network shortening distances, mail carriers and electric vehicles for reverse logistics on rounds, industrial-scale logistics and the trust of the general public. Recy’go is the first successfully trialled manifestation, and sees mail carriers collect used office paper from businesses, local authorities, SMEs with fewer than 600 employees and multi-site companies. The paper is then sorted and recovered by Nouvelle Attitude or other social enterprises, then sent to paper-makers in France for recycling. The scheme has since been extended to sorting and recycling used print cartridges, with a call for partners underway. To promote the circular economy, Le Groupe La Poste is a founding member of the Circular Economy Institute and a founding partner of the “Business as unusual” teaching and research chair, launched by Euromed Management as a way of studying the new, responsible business model.
Just under
2,000 Renault Kangoo ZE vehicles joined the mail carrier vehicle fleet in 2013.
La Banque Postale head office, certified HQE (High Quality Environmental standard).
The Beaugrenelle urban logistic area will cut CO2
Sharing economy, collaborative economy,
the “mesh” – call it what you will, it’s here
and has won over 1 in every 2 French
people
(1). It shares the same values
as Le Groupe La Poste, and we are proud
to get behind it.
OUISHARE SPONSOR
The idea behind the sharing economy is simple: actively participate in producing, funding or consuming goods and services without going through the usual intermediaries, all as part of a community-minded approach of endless innovation. It shares many of Le Groupe La Poste’s values with its emphasis on social ties, proximity and trust, and overlaps with its activities, like transport, payments and, again, trust. Le Groupe La Poste is part of the OuiShare community, which promotes the alternative economy, and sponsored the 2013 OuiShare Fest. The event included visits to fab labs,
workshops, collaborative lifestyle experiments and conferences and debates with pioneers of the movement. It was widely promoted among Group employees and customers.
KISSKISSBANKBANK SPONSOR
KissKissBankBank is one of the leading French crowdfunding platforms. It connects project creators with potential contributors from the platform’s community and the general public. Since its creation, KissKissBankBank has brought together over 240,000 contributors and raised over €12 million. La Banque
Postale was one of its original sponsors, coming on board just a few months after its creation in 2011. Each month it funds 50% of a selected project as a sign of its support for the new, responsible business model. The partnership has since been extended to HelloMerci, a platform for solidarity-based loans between individuals launched in April 2013.
Le Groupe La Poste, a driving force in development
(1) Le Groupe La Poste Trust Observatory “Nouvelles consommations, nouvelles confiances” – TNS, November 2013: 48%
Shining a light
on new economies
PATRON OF THE WRITTEN WORD
La Poste Foundation has revised its articles of association to include innovatory forms of writing to its list of supported actions and to highlight its status as a foundation for all postal workers. The winning projects in 2013 include the prestigious non-fictional work Winston et Clementine Churchill, conversations intimes 1908-1964,