La Poste’s current strategic plan: “La Poste 2020: Conquering the Future”, launched in 2014 and updated in 2017, aims to fundamentally transform the Group's strategic and business model to account for the effects of the ongoing digital revolution. The rise of digital technology is affecting all facets of the company and is causing structural decline in its historical business activities of mail and post office visits. The banking market is facing constantly changing regulation and persistently weak interest rates, as well as the emergence of 100% digital actors. As for the parcels market, it is facing the emergence of new competitors, small and large, who are positioning themselves at various points on the value chain. That said, this sector is benefiting from the explosion of e-commerce, which is translating into strong growth in flows for delivery actors.
La Poste has taken full stock of the challenges before it, namely changes in its traditional business activities, and the need to boost its drivers of growth.
The objective of its strategic plan is to become more competitive and to ensure strong economic health, which will protect the future of the company and its employees.
The key guiding principles of this plan translate into five strategic priorities (growth, building a labour-management agreement, maintaining our public service missions, performance and synergies active growing) which are then incorporated into the strategy of each business unit.
Waves of growth across society are excellent sources of growth for the Group:
E-commerce: the digitisation of trade is driving many unprecedented needs in terms of logistics and new delivery services. It has also brought about strong growth in the Group's business activities and the development of value-added delivery services. This is true both for companies (B2B) and private individuals (B2C), for the last mile both to homes and to other destinations.
Urban logistics: this constitutes a true revolution that is pushing parcel and delivery operators to rethink their business. Since 2014, La Poste has worked with local authorities and its customers to establish urban logistic areas (ELUs) and a clean delivery method for the main cities.
The services to individuals market and in particular the silver economy: La Poste’s ambition is to become the top provider of services related to “living well at home” (this includes buying out home service providers like Asten Santé in 2017, and launching the “Watch Over My Parents” service).
Modernisation of public service activities: La Poste is actively supporting this movement, by offering solutions that simplify administrative tasks and improve citizen relations: for example, one can take the driving theory exam at postal sites. Similarly, La Poste has launched digital platforms that let local authorities manage citizen relations.
Digital trust: against the backdrop of a digitalised economy where proximity is one of the last safeguards against risks that threaten identity and the security of individuals as well as the country, the Group is taking many initiatives: the creation of unique customer accounts, a new version of the Digiposte + digital safe, and the use of a cross-entity Group customer database.
Energy transition: La Poste is involved in particular via its buildings, fleet of vehicles, and determination to offer other operators its services created by drawing on its own experience. It has committed to various initiatives in this area. For example, it has launched the Sobre company (for lowering buildings’ energy consumption) with Caisse des Dépôts and Egis. In addition, its Services-Mail-Parcels business unit has launched an energy renovation range.
The Group's different business units are making use of these large waves of growth to boost the growth of the Group’s existing business activities, conquer new regions (particularly surrounding local services), and implement a selective external growth policy that aims to accelerate diversification of Le Groupe La Poste.
Another of our strategic priorities is to build a labour-management agreement, to make each employee an agent and beneficiary of this transformation. Le Groupe La Poste's decision to pursue responsible growth, combining improved performance with an exemplary attitude in terms of employee well-being, society and the environment, translates into a strong social model founded on quality jobs, equal opportunity, diversity, and support for career plans. La Poste has created the labour-management agreement "Le pacte social” in order to turn every employee into an agent and beneficiary of the Group’s transformation. This agreement includes four main points:
training, with 80% of employees trained every year;
professional development via nearly 50,000 qualification-earning training paths to be approved over the course of the Plan;
health and quality of life at work, with the objective of reducing work accidents and absences;
managerial development and transformation of the HR department (with the creation of 12 Group Mobility Spaces spread around the country).