R E G I S T R AT I O N DOCUMENT 2014 A public limited company with share capital of €3,800,000 Head office: 44, boulevard de Vaugirard – 75015 Paris Siren No.: 356 000 000 Registration document Annual financial report This registration document contains all of the information that forms the annual financial report. This registration document was filed with the French Financial Markets Authority (Autorité des marchés financiers – AMF) on 16 March 2015, in accordance with Article 212-13 of its General Regulations. It may be used in connection with a financial transaction if it is supplemented by a transaction note (note d’opération) endorsed by the AMF. This document has been prepared by the issuer and is binding on its signatories. Pursuant to Article 28 of European Commission (EC) Regulation No. 809/2004, the following is included by reference in this registration document: f the consolidated financial statements of Le Groupe La Poste for 2013 and the corresponding Statutory Auditors’ report reproduced in sections 20.1.1 and 20.1.2 of the 2013 registration document, filed with the AMF on 12 March 2014 under number D14-0135; f the consolidated financial statements of Le Groupe La Poste for 2012 and the corresponding Statutory Auditors’ report reproduced in sections 20.1.1 and 20.1.2 of the 2012 registration document, filed with the AMF on 28 March 2013 under number R13-009. Copies of this registration document are available free of charge from La Poste, 44, boulevard de Vaugirard – 75015 Paris, as well as on its website at www.laposte.fr and on the French Financial Markets Authority website at www.amf-france.org. This document is a free translation from French into English and has no other value than an informative one. All possible care has been taken to ensure that the translation is an accurate presentation of the original. Should there be any difference between the French and the English versions, only the text in French language shall be deemed authentic and considered as expressing the exact information published by Le Groupe La Poste. Registration document 2014 LE GROUPE LA POSTE 1 Contents 1 Person Responsible 1.1 1.2 2 3 5 Innovation and intellectual property 119 8.1 Open innovation: a project accelerator . . . . 120 8.2 Process improvement . . . . . . . . . . . . . . . . . . 122 Declaration from the person responsible for the registration document. . . . . . . . . . . . . . 6 8.3 Internal innovation . . . . . . . . . . . . . . . . . . . . . 122 8.4 Intellectual property policy . . . . . . . . . . . . . . 123 7 2.1 Regular Statutory Auditors . . . . . . . . . . . . . . . . 8 2.2 Alternate Statutory Auditors . . . . . . . . . . . . . . . 8 Le Groupe La Poste profile and selected financial information 9 9 Overview: a major multi-business services group . . . . . . . . . . . . . . . . . . . . . . . . . 10 3.2 History and milestones in the development of the Group’s business activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 3.3 Selected financial information . . . . . . . . . . . . 13 3.4 Group strategy . . . . . . . . . . . . . . . . . . . . . . . . . 15 10 Risk factors 125 9.1 Risk management system and methods for identifying and handling risks. . . . . . . . . 126 9.2 Strategic risks. . . . . . . . . . . . . . . . . . . . . . . . . 127 9.3 Operational risks . . . . . . . . . . . . . . . . . . . . . . 129 9.4 Financial risks . . . . . . . . . . . . . . . . . . . . . . . . 131 9.5 Legal and regulatory risks . . . . . . . . . . . . . . 135 9.6 Policy of covering certain risks with insurance . . . . . . . . . . . . . . . . . . . . . . . . 138 Review of the financial position and results 141 10.1 Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142 Information about the Company 19 4.1 Company name . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.2 Registration place and number . . . . . . . . . . . 20 4.3 Date of incorporation and duration of the Company . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.4 Registered office, legal status and governing law applicable . . . . . . . . . . . . . . . . . 20 Overview of business activities 5.1 Services-Mail-Parcels . . . . . . . . . . . . . . . . . . . 22 5.2 GeoPost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 5.3 La Banque Postale . . . . . . . . . . . . . . . . . . . . . . 46 5.4 La Poste Network . . . . . . . . . . . . . . . . . . . . . . . 62 5.5 Digital Services . . . . . . . . . . . . . . . . . . . . . . . . . 68 5.6 Real Estate . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 5.7 Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 5.8 Social and Environmental Responsibility . . . 95 5.9 Exceptional events . . . . . . . . . . . . . . . . . . . . . 107 Simplified organisational chart 10.2 Summary of Le Groupe La Poste consolidated results . . . . . . . . . . . . . . . . . . . 155 10.3 Operating results by business segment . . . 163 10.4 Other key aggregates of the income statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178 10.5 Debt and financial strength . . . . . . . . . . . . . . 180 10.6 Analysis of the parent company financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . 188 10.7 Post balance sheet events. . . . . . . . . . . . . . . 191 21 5.10 Dependence on patents . . . . . . . . . . . . . . . . . 107 6 8 Person responsible for the registration document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Statutory Auditors 3.1 4 5 109 11 Cash, cash equivalents and share capital 193 12 Outlook 195 13 Profit forecasts or estimates 199 Administrative, management and supervisory bodies and Executive Management 201 14 14.1 Board of Directors . . . . . . . . . . . . . . . . . . . . . 202 7 2 Property, plant and equipment 115 7.1 The Group’s assets . . . . . . . . . . . . . . . . . . . . . 116 7.2 Environment and sustainable development 117 Registration document 2014 LE GROUPE LA POSTE 14.2 Executive Management . . . . . . . . . . . . . . . . . 219 14.3 Absence of family ties, convictions and conflicts of interest . . . . . . . . . . . . . . . . . . . . 226 15 Compensation and Benefits 227 20 15.1 Compensation of corporate officers . . . . . . 228 15.2 Total provisions and amounts recognised for pensions and other benefits . . . . . . . . . . . . . . . . . . . . . 231 Operation of administrative bodies 20.2 Separate financial statements . . . . . . . . . . . 422 20.3 Dividend payment policy . . . . . . . . . . . . . . . . 468 20.4 Legal and arbitration proceedings . . . . . . . . 468 20.5 Material change in the Company’s financial or commercial position . . . . . . . . . 468 233 16.1 Duties of the Board of Directors . . . . . . . . . . 234 16.2 Activity of the Board of Directors in 2014 . . 236 21 16.3 Assessment of the functioning of the Board of Directors . . . . . . . . . . . . . . . . 236 16.6 Compliance with the system of corporate governance in force in France . . 240 17 22 245 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . 246 17.1 Change in Group headcount . . . . . . . . . . . . . 246 17.2 A responsible employment policy . . . . . . . . 247 17.3 Professional development, training and promotion policy . . . . . . . . . . . . . . . . . . . 248 17.4 Diversity and equal opportunity . . . . . . . . . . 251 469 21.2 Memorandum of A ssociation and Articles of Association . . . . . . . . . . . . . . 472 23 Employees Additional information 21.1 Share capital . . . . . . . . . . . . . . . . . . . . . . . . . . 470 16.4 Board Committees within the Board of Directors . . . . . . . . . . . . . . . . . . 237 16.5 Internal control . . . . . . . . . . . . . . . . . . . . . . . . 239 275 20.1 Consolidated financial statements. . . . . . . . 276 15.3 Stock purchase or subscription options and performance shares . . . . . . . . . . . . . . . . 231 16 Financial information regarding the assets and liabilities, financial position and results of the issuer Material contracts 477 Third-party information, statements by experts and declarations of interest 479 24 Publicly available documents 481 25 Information on equity investments 483 Appendices 485 17.5 Health and safety — Quality of life at work . 254 17.6 Players in HR support . . . . . . . . . . . . . . . . . . 256 17.7 General compensation policy . . . . . . . . . . . . 257 A A1 Chairman’s report on corporate governance and internal control and risk management procedures for 2014 . . . . . . . . . . . . . . . . . . . . 487 A2 Statutory Auditors’ report, prepared in accordance with Article L.225-235 of the French Commercial Code, (Code de commerce), on the report prepared by the Chairman of the Board of Directors of La Poste . . . . . . . . . . . . . . . . . 533 A3 Summary of information pertaining to the social and environmental consequences of the business activities, and societal commitments in favour of sustainable development . . . . . 537 A4 Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 557 19.1 Relations with the French government and public sector companies . . . . . . . . . . . . 272 A5 Information on the Tax Credit to promote Competitiveness and Employment. . . . . . . . 563 19.2 Relations with consolidated companies . . . 274 A6 Cross-reference tables . . . . . . . . . . . . . . . . . 565 17.8 Change management . . . . . . . . . . . . . . . . . . . 259 17.9 Staff policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260 17.10 Employee shareholding . . . . . . . . . . . . . . . . . 264 17.11 Summary of employee information . . . . . . . 265 18 Principal shareholders 269 18.1 Shareholders . . . . . . . . . . . . . . . . . . . . . . . . . 270 18.2 Control of La Poste . . . . . . . . . . . . . . . . . . . . . 270 18.3 Known agreement that could lead to a change of control. . . . . . . . . . . . . . . . . . . 270 19 Related-party transactions 271 Registration document 2014 LE GROUPE LA POSTE 3 4 Registration document 2014 LE GROUPE LA POSTE 1 Person Responsible 1.1 Person responsible for the registration document 6 1.2 Declaration from the person responsible for the registration document 6 Registration document 2014 LE GROUPE LA POSTE 5 1 Person Responsible Person responsible for the registration document 1.1 Person responsible for the registration document Mr Philippe Wahl Chairman and Chief Executive Officer 1.2 Declaration from the person responsible for the registration document Having taken all reasonable care to ensure that such is the case, I certify that the information contained in this registration document is, to the best of my knowledge, in accordance with the facts and contains no omission likely to affect its import. I declare that, to my knowledge, the financial statements have been prepared in accordance with the relevant accounting standards and give a true and fair view of the assets and liabilities, financial position and results of the Company and all of the companies included in the consolidation, and that the management report (presented on pages 141 to 191 of this registration document) gives a true and fair view of changes in the business, results and financial position of the Company and all of the companies included in the consolidation, as well as a description of the main risks and uncertainties they face. The Statutory Auditors have provided me with a completion letter indicating that they have verified the financial position and accounting information in this report and have read this same document in its entirety. The letter does not contain any comments. The historical information relating to La Poste presented in this registration document has been audited by the Statutory Auditors, whose reports are reproduced on pages 420-421 and 466-467 of this document for the financial statements for the year ended 31 December 2014. In the report relating to the consolidated financial statements for the year ended 31 December 2014 presented on page 420-421 of the 2014 Registration Document, the Statutory Auditors, without qualifying their opinion, have drawn the reader’s attention to the matter set out in Note 3 to the consolidated financial statements which sets out the change in accounting policies from the first application of IFRS 10, IFRS 11 and IFRS 12, relating to Consolidated Financial Statements, Joint Arrangements and Disclosure of Interests in Other Entities. In the report relating to the consolidated financial statements for the year ended 31 December 2013 presented on page 376 of the 2013 registration document, the Statutory Auditors, without qualifying their opinion, have drawn the reader’s attention to the Notes 2.1.A and 29 to the consolidated financial statements, which set out the change in accounting policies from the application of the revised standard IAS 19, related to employee benefits. Chairman and Chief Executive Officer Philippe Wahl 6 Registration document 2014 LE GROUPE LA POSTE 2 Statutory Auditors 2.1 Regular Statutory Auditors 8 2.2 Alternate Statutory Auditors 8 Registration document 2014 LE GROUPE LA POSTE 7 2 Statutory Auditors Regular Statutory Auditors 2.1 Regular Statutory Auditors Mazars KPMG Represented by Guy Isimat-Mirin and Dominique Muller Represented by François Caubrière and Isabelle Goalec Tour Exaltis 61, rue Henri-Regnault 92400 Courbevoie 1, cours Valmy 92923 Paris-La Défense Cedex Mazars was appointed by the inter-ministerial decree of 18 September 1991 and reappointed by the inter-ministerial decrees of 17 October 1997, 20 June 2003 and 29 June 2009. KPMG was appointed by the inter-ministerial decree of 29 June 2009. 2.2 Alternate Statutory Auditors Serge Castillon Philippe Mathis Tour Exaltis 61, rue Henri-Regnault 92400 Courbevoie 1, cours Valmy 92923 Paris-La Défense Cedex Serge Castillon and Philippe Mathis were appointed by the inter-ministerial decree of 29 June 2009. The current terms of the regular and alternate Statutory Auditors will expire at the end of the Ordinary General Meeting called to approve the financial statements for the year ending 31 December 2014. 8 Registration document 2014 LE GROUPE LA POSTE Le Groupe La Poste profile and selected financial information 3.1 3 Overview: a major multi-business services group 10 3.2 History and milestones in the development of the Group’s business activities 11 3.3 13 Selected financial information 3.4 Group strategy 15 Registration document 2014 LE GROUPE LA POSTE 9 3 Le Groupe La Poste profile and selected financial information Overview: a major multi-business services group 3.1 Overview: a major multi-business services group Le Groupe La Poste is a major French services group. Wholly owned by public shareholders (73.68% by the French government and 26.32% by Caisse des Dépôts et Consignations), it is one of the largest employers in France, with nearly 260,000 employees. In 2014, the Group made €22.2 billion in revenue, 17.9% of which in international markets, and €719 million in operating profit (1). Comprising a parent company (La Poste SA) and its subsidiaries, Le Groupe La Poste is structured around five business units: f t he Services-Mail-Parcels business unit (50.2% of consolidated operating revenue) includes the Company’s traditional business activities (domestic and international delivery of mail and postal parcels as well as press subscriptions throughout the country), and also activities relating to advertising and business mail and transportation and logistics solutions, particularly for e-retailers (see Chapter 5, Section 5.1). As the sole operator of the Universal Postal Service in France, the Services-Mail-Parcels business unit serves 26 million French households daily; f t he GeoPost business unit (21.9% of the Group’s operating revenue) handles the Group’s express business in France and abroad, with its core business being deferred parcels weighing less than 30 kg. Achieving 77% of its revenue outside of France, GeoPost offers a complete range of local and tailor-made international delivery solutions to companies (BtoB) as well as private individuals (BtoC), including pick-up and drop-off points (7,000 points in France and more than 8,000 in Europe – see Chapter 5, Section 5.2); f La Banque Postale (25.5% of the Group’s operating revenue) operates in three areas; retail banking in France, insurance and private wealth management. Backed by 10.8 million customers, private individuals, legal entities and local authorities, and as the successor to La Poste’s Financial Services, La Banque Postale has a unique position in the French market (see Chapter 5, Section 5.3); f La Poste Network includes La Poste’s 17,104 retail outlets, which deliver postal, financial and telephone products and services to retail customers in France (see Chapter 5, Section 5.4). Wholly-owned or run in partnership with local authorities or retailers, the Network is the Group’s multi-business marketing structure servicing its business units; f t he Digital Services business unit (2.2% of Group operating revenue) produces and sells the Group’s digital solutions and services in the area of digital transformation, digital marketing, desktop publishing and digital trust. It is bringing the Group’s innovation and transformation into an increasingly digital environment (see Chapter 5, Section 5.5). In each of its business activities, Le Groupe La Poste holds strong positions in its different markets, all fully open to competition since the full deregulation of the mail market in 2011. La Poste has been tasked by the French government with four public service missions at the heart of its identity. Fully integrated into its operations, they remain central to Group strategy: the Universal Postal Service, press transportation and delivery, regional planning and development and banking accessibility (see Chapter 5, Section 5.7.2). The conditions governing the performance of these missions are set by public service agreements between La Poste and the French government. The agreement currently in force was signed on 1 July 2013 for the 2013-2017 period: reaffirming its public service missions, it also enables Le Groupe La Poste to commit to public citizenship responsibilities by contributing as a public company to developing policies in the general interest. With regards to regional planning and development, on 16 January 2014, La Poste, the French government and the French Mayors’ Association (Association des Maires de France), signed the 2014-2016 local postal coverage agreement (see Chapter 5, Section 5.7.2.2). And finally, the Group has consistently been a major player in regional development. La Banque Postale’s launch in 2012 as a provider of local authorities’ financing highlights this positioning. The Group’s presence throughout the country also grows out of its substantial real estate assets (post offices, financial centres and administrative buildings, industrial platforms) which constitute one of the largest portfolios in France, by size. These property assets are in their majority managed by Poste Immo (see Chapter 5, Section 5.6). The Group’s responsible development strategy, is based on respecting its customers’ diversity, job quality and protecting the environment. Six values make up the Group’s history and guide its action: openness, consideration, equality, accessibility, proximity, service-orientation. These values are the foundation of the trust that runs deep in Le Groupe La Poste and its employees, and inscribe them in the regions and the everyday life of the French people. (1) Operating profit/(loss) after share of net profit from companies under joint control. 10 Registration document 2014 LE GROUPE LA POSTE Le Groupe La Poste profile and selected financial information History and milestones in the development of the Group’s business activities 3.2 3 History and milestones in the development of the Group’s business activities Without going too far back in time, La Poste, as a company, came from the Post and Telecommunications Ministry, established as the Ministère des Postes et Télégraphes in 1879. The first post offices appeared before this, dating back to the end of the 16th century. The first town postmen appeared in 1760, and the first stamp was created in 1849. Starting from 1881, the first financial activities were extended to managing savings passbook accounts. In 1918, postal cheques were introduced. The key rules that continue to govern mail delivery today were put in place in the first half of the 19th century, with the development of a network of public outlets across the country and the establishment of a rural service in 1830 enabling postmen to move out into the countryside, with daily delivery beginning from 1832. From 1923, Post and Telecommunications were granted a separate budget from the French government; a situation that would continue under France’s 1959 Constitutional Bylaw on Budget Acts. In 1990, La Poste and France Telecom were given legal entity status and financial autonomy by Act No. 90-568 of 2 July 1990 on the restructuring of the postal and telecommunications public service. La Poste therefore became a public sector operator, the status of which was confirmed as an EPIC (établissement public à caractère industriel et commercial, or Public Industrial and Commercial Establishment) by the French Council of State in 1998. Since 1990, it has been governed by a tripartite Board of Directors operating under the provisions of the law on the democratisation of the public sector. The law gave La Poste the management autonomy it needed to push forward with its development strategy. La Poste was allowed to freely manage its assets while ensuring the financial stability of its business activities. Having its autonomy, La Poste laid down its main strategic priorities via plans designed to ensure growth in its business activities and financing for capital expenditure, to successfully carry out its public service missions and to preserve its social model. A number of planning agreements have been entered into by La Poste and the French government, setting out the Company’s strategy and the goals regarding the public service missions entrusted to La Poste. Since 2008, and pursuant to the New Economic Regulations Act (Nouvelles Régulations Économiques or NRE), two separate documents are submitted to the Board of Directors: a business contract signed by the French government and La Poste, setting public service mission objectives and a business plan, defining the Company strategy. In 2013, a new business contract for 2013-2017 was signed on 1 July (see Chapter 5, Section 5.7.2). In 2014, a new strategic plan was presented to the Board of Directors on 28 January, followed by a presentation of the Group’s new structure on 4 April and the financial business plan on 26 June (see Chapter 3, Section 3.4). Le Groupe La Poste has changed deeply over the past 10 years: it has completely reorganised itself and has undertaken the modernisation of its industrial and logistics facilities in order to increase efficiency and quality as well as introduce new services in a now 100% competitive environment. It has enhanced its distribution network through modernisation measures and by pooling resources, in particular for local and Inter-Communal Postal agencies (APCs) and Relais Poste outlets (RPs) (see Chapter 5, Section 5.4.1.2). In the Express business, it has built one of the leading European networks by establishing the GeoPost holding company. It has developed a retail banking activity with a comprehensive offering: the French Act of 20 May 2005 on the regulation of postal business enabled La Poste to establish La Banque Postale on the basis of La Poste’s former financial services business. These developments, which resulted in the creation and acquisition of subsidiaries in its different business units, transformed Le Groupe La Poste into a major services group while it continues to ensure the public service missions assigned to it under French legislation. The Group’s markets have also undergone major transformations in recent years, impacted in particular by an activity fully opened up to competition since 1 January 2011 when the postal service monopoly ended through the complete deregulation of the sector, the digitisation of information flows and the development of online commerce. In 2010, in order to manage the new challenges in its different markets, on 1 March, La Poste became a société anonyme (public limited company, SA), in accordance with the French Act of 9 February 2010. This transformation enabled the Company to establish share capital and to gain access to financing through capital increases, an essential prerequisite to finance an investment plan and major developments. In connection with the €2.7 billion capital increase adopted by the Board of Directors in February 2011, the Group welcomed a new shareholder, Caisse des Dépôts et Consignations (CDC), alongside the French government. This capital increase was carried out through three payments: a first €1,050 million payment was paid in April 2011, followed by a second €1,050 million payment in April 2012. The third and last payment for Registration document 2014 LE GROUPE LA POSTE 11 3 Le Groupe La Poste profile and selected financial information History and milestones in the development of the Group’s business activities €600 million was made in spring 2013. These payments have, in particular, allowed the Group to execute and accelerate its development and innovation initiatives while improving its financial structure. The Act of 9 February 2010 set out the principles underpinning the change in status. Legal and financial continuity in terms of assets and liabilities between La Poste and La Poste SA is guaranteed. All of the share capital can be held by the French government, by legal entities belonging to the public sector or by employees. Employees retain their rights, in particular those with the status of state employee. As at 1 March 2010, state employees are employed by La Poste SA pursuant to Article 29-4 of the French Postal Act of 9 February 2010. In addition, the four public service missions and general interest missions assigned to La Poste were confirmed by the French Act of 9 February 2010. These missions defined by Article 2 of the French Act of 2 July 1990 as amended, were previously guaranteed by the Act of 20 May 2005 governing the regulation of postal business — which had also implemented a regulation governing postal business assigned to the Autorité de régulation des communications électroniques et des postes (ARCEP), the French regulator of the electronic communications and postal sectors. La Poste 12 Registration document 2014 LE GROUPE LA POSTE and the French government’s public service commitments were redefined by the 2013-2017 business contract signed on 1 July 2013: it provided for the maintenance of a large scope of its public service missions, a further reinforced quality trajectory, missions in line with user expectations and technological developments, the implementation of corporate citizenship commitments in favour of territories and businesses as well as the most vulnerable, the development of the digital society and CSR. With regards to regional planning and development, on 16 January 2014, La Poste, the French government and the French Mayors’ Association (Association des Maires de France) signed the 2014-2016 local postal coverage agreement (see Chapter 5, Section 5.7.2.2). 2014 was marked by the introduction of the new strategic plan known as “La Poste 2020: Conquering the Future”, based on information learned from a broad-based participatory initiative that consisted of consulting all of La Poste’s stakeholders, including more than 150,000 employees, throughout all of 2013. The presentation of this plan to the Board of Directors on 28 January was followed by the announcement of a new Group structure on 4 April, and then on 26 June a new financial business plan and action plans for each of the business units (see Chapter 3, Section 3.4). 3 Le Groupe La Poste profile and selected financial information Selected financial information 3.3 Selected financial information The 2013 and 2014 selected financial information presented below is taken from Le Groupe La Poste’s consolidated financial statements, which have been prepared in accordance with IFRS and audited by the Statutory Auditors. This information must be read in conjunction with the following sections of the registration document: f the consolidated financial statements in Chapter 20; f the Group’s financial and operating review in Chapter 10; f the cash flow analysis in Chapter 11. 3.3.1 Consolidated income statement (selected data) (€ million) Operating revenue 2013 (a) 2014 22,163 100% 21,715 100% 719 3.2% 778 3.6% Financial profit/(loss) (198) -0.9% (222) -1.0% Income tax Operating profit/(loss) after share of net profit from companies under joint control (182) (125) Consolidated net profit 339 431 Share in profits of other equity associates 200 Attributable to non-controlling interests NET PROFIT GROUP SHARE 0.9% 215 2.3% 624 27 513 1.0% 23 2.9% (a) Amounts restated for the application of IFRS 10 and IFRS 11 (see Note 3 in Chapter 20). Registration document 2014 LE GROUPE LA POSTE 13 3 Le Groupe La Poste profile and selected financial information Selected financial information 3.3.2 Consolidated balance sheet (selected data) (€ million) 2014 2013 (a) Intangible assets (including goodwill) 2,655 2,433 Property, plant and equipment 5,880 5,931 Investments in equity associates 3,075 2,741 208,181 197,500 Current banking assets Other assets 6,572 7,055 226,364 215,661 Net debt (1) 4,005 3,805 Equity, Group share 9,088 8,615 Contingency and loss provisions 2,985 2,454 199,545 190,162 TOTAL ASSETS Current banking liabilities Other liabilities TOTAL LIABILITIES 14,746 14,429 226,364 215,661 (a) Amounts restated for the application of IFRS 10 and IFRS 11 (see Note 3 in Chapter 20). Net debt (1) is defined in Chapter 10, Section 10.5 and detailed in Note 28.1 to the consolidated financial statements — Chapter 20, Section 20.1. 3.3.3 Changes to net debt (1) (selected data) (€ million) 2014 2013 (a) EBITDA 944 790 1,030 1,018 325 258 (880) (1,548) (171) (171) Cash flows from operating activities Of which dividends paid by La Banque Postale Cash flows from investing activities (excluding acquisitions and sales of financial assets held for investment purposes) Of which La Banque Postale issuance of subordinated notes Dividends paid to La Poste shareholders (800) La Poste SA capital increase 600 Net financial interest expense Other items CHANGE IN NET DEBT (1) (149) (163) (30) (73) (200) (337) (a) Amounts restated for the application of IFRS 10 and IFRS 11 (see Note 3 in Chapter 20). The calculation of net debt (1) is presented in Note 28.1 to the consolidated financial statements (Chapter 20, Section 20.1). This net debt (1) is defined in Chapter 10, Section 10.5. Comments on these changes are provided in Chapter 10, Section 10.5. (1) Group net debt does not take into account La Banque Postale for which this concept is not relevant. 14 Registration document 2014 LE GROUPE LA POSTE 3 Le Groupe La Poste profile and selected financial information Group strategy 3.3.4 Bank ratios (in %) (a) Loan to deposit ratio Balance sheet total (in € billion) Common Equity Tier 1 Ratio (b) 2014 2013 75% 67% 213 200 12.7% 10.1% (a) Ratio of loans to deposits, defined according to specific rules, excluding savings centralised at CDC. (b) Phased-in ratio with application of transitional measures (fully loaded ratio is 14% in 2014). 3.4 Group strategy La Poste’s strategy has been laid out in a series of successive plans designed to develop and finance its operations while ensuring it meets its public service missions within the framework of a high-quality social model. The “Performance and Convergence” strategic plan, prepared for 2003-2007, developed the autonomy of La Poste’s business activities by ensuring that each had its own proper organisation. This plan also allowed the Group to modernise the Mail industrial facilities and post offices, build a European network for the Express business and eliminate the competitive handicaps the Group had inherited from its past as a government service. This final step was achieved with the establishment of La Banque Postale in 2005 and the pension funding reform for state employees working for La Poste in 2006. During the 20032008 period, the strength of the Group’s business portfolio was demonstrated and Group earnings registered sustained improvements. Nevertheless, the Group remained undercapitalised, with a net debt (1)/equity ratio of over 2, which might have constrained its growth. A new “Performance and Trust” plan was adopted for 2008-2012 to continue to prepare the Company for the full deregulation of its business activities starting on 1 January 2011. It has also contributed to widespread adoption of customer commitments and a responsible development policy. Furthermore, in 2008, the Government asked the Ailleret Commission (Commission de développement de La Poste) to assess the impact of the new competitive environment, review various options for the development of the Group and estimate the funding requirements needed to achieve them. Given the need to modernise the post office network, innovate in order to continue developing new forms of mail (e.g. digitisation), complete the establishment of the European Parcels-Express network and continue the development of La Banque Postale, the Commission put La Poste’s capital requirement at €2.7 billion and proposed its transformation into a public limited company. These proposals, approved by the President of the French Republic in December 2008, paved the way for the adoption of the Act of 9 February 2010, which transformed La Poste into a public limited company starting from 1 March 2010 with the goal of conducting a capital increase to ensure its growth and put its financial structure on a sound footing. In April 2010, Le Groupe La Poste, taking into account the profound transformation of its model (advent of the digital society, growing digitisation of data flows) and the financial crisis followed by the economic crisis since 2008, developed a new “Ambition 2015” strategic plan. This plan was based on an investment programme in large part self-financed and supplemented by proceeds from a €2.7 billion capital increase approved by the Board of Directors on 10 February 2011, taken up by the French government and the Caisse des Dépôts et Consignations. (1) Group net debt does not take into account La Banque Postale for which this concept is not relevant. Ratio of “net debt to equity” divides Group net debt by Group share of equity. Registration document 2014 LE GROUPE LA POSTE 15 3 Le Groupe La Poste profile and selected financial information Group strategy The new “La Poste 2020: Conquering the Future” strategic plan – a growth and development plan at the service of customers In 2013, due to the combined impacts of the digital revolution and the economic and financial crisis (rapidly declining mail volumes, persistently low interest rates), Le Groupe La Poste saw its business model generate negative organic cash flows for the first time. Faced with this divergence of its business model and the challenges involved in both developing new business activities and changing traditional ones, La Poste must evolve rapidly and carry out in-depth changes with the support of all its stakeholders. Therefore, the Group launched a consultation of all of the Company’s stakeholders (more than 150,000 employees, union representatives, shareholders, Board of Directors’ members, associations of elected officials, and consumers) and organised “Citizen conferences”, an initiative rarely used in France, by inviting three groups of people representing rural and urban areas and micro-business entrepreneurs to work together and share their expectations about La Poste’s services in the future. At the end of this broadbased participatory initiative, on 28 January 2014, the Group presented the main strategic priorities of its new strategic plan called “La Poste 2020: Conquering the Future”. The new plan provides for a major transformation starting in 2014 based on a vision and a roadmap: f this vision puts the human dimension and trust at the heart of the customer relations, in line with its values, core missions and La Poste’s know-how. With the convergence of its networks — available to everyone, everywhere and every day — it is helping its customers simplify their future; f the roadmap sets the priority of developing existing business activities and expanding into new areas, while at the same time assuring and modernising its public service missions, developing new general interest missions and building a S ocial Pact. Improving the Company’s competitiveness represents a condition for returning to sound financial health. In order to support this project focused on development, on 4 April 2014, Le Groupe La Poste announced that it was adopting a new structure around five business units: Services-Mail-Parcels, GeoPost, La Banque Postale, Digital Services, and La Poste Network (see Chapter 5). The Group, through its corporate structures, ensures strong strategic and financial management, and guarantees cooperation between the business units and strengthened coordination. Each business unit then implements its strategy and formalises its own programmes to meet the targets set. The 16 Registration document 2014 LE GROUPE LA POSTE business units’ action plans as well as the Group’s financial business plan were presented to the Board of Directors on 26 June 2014. For La Poste, restoring its economic health in a sustainable manner to guarantee the future of the Company and its employees entails accelerating all of its priority action drivers, including: f development, by accelerating the existing business activities of each of the business units and capturing new markets; f performance, by controlling expenses and adapting operating costs to changes in business activities, particularly through a specific effort to reduce headquarters’ costs as well as the creation of a new Social Pact; f synergies and cooperation between the business units to enhance development, notably via the implementation of five shared high-priority projects (see below). Accelerate the development of existing business activities f The Services-Mail-Parcels business unit is developing new home services by making its network of postmen the largest connected network for local services while, at the same time, continuing its Universal Postal Service mission with a high standard of quality. With the intention of becoming the partner of choice in e-commerce and a major player in urban logistics, La Poste also wants to add value to “media mail” and simplify the lives of French people by offering them useful innovations: combined Mail-Parcels range for documents and merchandise, parcel collection from household letterboxes, home delivery options, etc. f The GeoPost business unit is focusing on bolstering its position in the express market in France and developing its combined network (“to B” and “to C”) in Europe and, to this end, continually expanding its service offerings: interactive delivery, developing pick-up and drop-off points, Saturday delivery in Germany, Sunday delivery in the United Kingdom, return solutions in Germany, developing an automated parcel lockers network. GeoPost intends to reproduce its European model in other key regions around the world, while seeking to connect these regions to the European continent. Le Groupe La Poste profile and selected financial information Group strategy f La Banque Postale is accelerating its development in all of its markets: private individuals, professionals, corporate and local authorities. For example, by the end of the 2020 plan, 1,000 advisors for high net-worth customers and 1,000 advisors for professional customers will have been deployed throughout the country. At the same time, La Banque Postale is continuing its banking accessibility public service mission in the midst of its modernisation. A single management structure for La Banque Postale and the Network is already in place and aims to bring banking responsibility as close to customers as possible in post offices. With a plan to invest heavily in information systems and digital technology, La Banque Postale is finalising the implementation of its physical channels into a complete omni-channel environment. f The La Poste Network business unit is striving to become a benchmark in services and commercial development, prioritising banking, and it will serve each of the Group’s business units while carrying out its public service missions. New local retail outlets will be developed, including in urban areas: implementing new partnerships (Urban Relais Poste outlets) and new post office layouts, including the creation of new spaces for professional customers. In rural and semi-rural areas, the Group will strengthen the pooling of its resources through innovative partnerships. The Network will also simplify offerings and customer pathways within its retail outlets. La Poste Mobile, which is distributed in post offices, aims to have more than two million customers by 2017, and is continuing its development with customeroriented innovative offerings. f The newly created Digital Services business unit will be developed around three major focus areas: the digital transformation of both the companies’ operational processes and their customer relations, the simplification of the customer experience online and the development of online services, including the launch of a service platform for micro-businesses and SMEs. The Digital Services business unit is building its customer knowledge database in France and developing new everyday digital service platforms. As a trusted third party, La Poste will also be offering each French person a digital identity, a “laposte.net” email address and a digital safe, as part of a public utility mission. Lastly, to incorporate the digital revolution into the Group, La Poste will enable each employee to adopt the culture, methods and useful tools both for personal use and to support customers. 3 Capture new markets La Poste has genuine advantages to capture new markets: values and an image of trust, assets from the business unit s’ diversity and synergies within its networks, its employees’ commitment and knowledge, its shareholders’ stability, and expertise in where the physical and digital worlds meet. In 2014, La Poste chose to explore opportunities to seize and development actions to implement more systematically as part of five Shared High-Priority Projects (PPC) pertaining to: f energy transition; f e-commerce; f urban logistics; f modernisation of public action; f knowledge of individual customers. By working in these new areas across entities, and by working in a more innovative manner, Le Groupe La Poste aspires to develop new services in line with the new expectations of customers, citizens and regions. The key challenge remains the relevance of missions and services to the digital era, with the goal of rapidly completing these priority projects. An initial illustration of this proactive approach is the signing of a research and development partnership between the Vendée General Council and Le Groupe La Poste to support the energy transition of the general public. This partnership is intended to implement a tool and actions to disseminate information and raise awareness among individual home owners regarding making their homes more energy efficient. As with all Group business activities, these new projects will be undertaken in the context of its Corporate Social Responsibility policy. Ensure, modernise, and balance public service missions Le Groupe La Poste is responsible for four public service missions which are central to its model. La Poste has planned to further improve quality of service, reinforce its fight against financial exclusion and lead discussions with the French government on modernising its public service missions. Fair compensation for public service missions will be essential to support the Company’s efforts to restore the convergence of its economic model as well as a funded Universal Postal Service that maintains a high quality of service under the framework defined by the regulator. Registration document 2014 LE GROUPE LA POSTE 17 3 Le Groupe La Poste profile and selected financial information Group strategy Develop new business activities in the public interest La Poste wants to expand into new areas of general interest. As part of the shared high-priority projects (see above), the Company is currently investigating several opportunities based on the values of trust and accessibility that could eventually give rise to new business activities: participating in the energy transition, creating a trusted third-party offering, delivery of general interest services as part of the modernisation of the public action (the programme to set up local public services offices, service provision on behalf of the State, local authorities and public bodies at the post office and/or by the postman). On 25 February 2015, La Poste announced that it was looking into the possibility of opening up its post office network to operators and local authorities hoping to pool access to their services (sharing of material and human resources) in local public service areas, as part of a proximity strategy. Following the inter-ministerial committee on regional equality held on 13 March 2015, La Poste made a commitment with the French government to accelerate the roll-out of public service areas as part of a partnership which will enable La Poste to welcome 1,000 public service areas in its post offices by the end of 2016. Develop and negotiate a Social Pact Through this strategic plan, La Poste is developing the means to control its future, and one of its pillars is to make each employee a key participant and beneficiary of this transformation through a Social Pact comprising six areas: training, flexibility, fairness, proximity, solidarity and trust in the context of expanding strategic and social dialogue. Over the period of the 2014-2020 strategic plan, Le Groupe La Poste has planned substantial training efforts to encourage all forms of career development: new skills, new jobs and new career paths, while continuing to enhance the quality of life at work of all its employees. Improve the Group’s competitiveness and restore its economic health In the end, in order to be sustainable and maintain its economic health, the Group must constantly strive to keep costs down. Cutting back on overheads, variabilising costs more according to the business activity and generating savings through inter-business unit synergies are thus key challenges. In this respect, on 24 February 2015 it announced plans to merge group headquarters over the coming months as part of its Maison La Poste project. 18 Registration document 2014 LE GROUPE LA POSTE Information about the Company 4.1 4 Company name 20 4.2 Registration place and number 20 4.3 Date of incorporation and duration of the Company 20 4.4 Registered office, legal status and governing law applicable 20 Registration document 2014 LE GROUPE LA POSTE 19 4 Information about the Company Company name 4.1 Company name The Company’s name is: “La Poste”, referred to as La Poste in this registration document. 4.2 Registration place and number The Company is registered in the Paris Trade and Companies Register under number B 356 000 000. “APE” (activity) Code: 641 A. 4.3 Date of incorporation and duration of the Company Under Act No. 90-568 of 2 July 1990, La Poste was incorporated as a public industrial and commercial establishment (EPIC). La Poste was converted to a société anonyme (French public limited company) by Act No. 2010-123 of 9 February 2010. The duration of the Company is 99 years as from 1 March 2010. Barring an early wind-up or an extension, the Company will cease to exist on 1 March 2109. 4.4 4.4.1 Registered office, legal status and governing law applicable Registered office The Company’s registered office is located at 44, boulevard de Vaugirard, 75015 Paris, France. The telephone number for the registered office is +33 (0) 1 55 44 00 00. 4.4.2 Legal status and governing law applicable Since 1 March 2010, La Poste has been a public limited company with a Board of Directors, subject to the legal and regulatory provisions applicable to public limited companies, unless there have been specific exemptions such as those provided for in Act No. 83-675 of 26 July 1983 on the democratisation of the public sector, Act No. 90-568 of 2 July 1990, as amended by Act No. 2010-123 of 9 February 2010, or by Decree No. 2010-191 of 26 February 2010 amended by Decree No. 2010-351 of 1 April 2010. Rules applying to La Poste as sole provider of the Universal Postal Service are described in Chapter 5, Section 5.7 of this document. 20 Registration document 2014 LE GROUPE LA POSTE Overview of business activities 5.1 Services-Mail-Parcels 5 22 5.2 GeoPost 36 5.3 46 La Banque Postale 5.4 La Poste Network 62 5.5 Digital Services 68 5.6 Real Estate 77 5.7 Regulations 81 5.8 Social and Environmental Responsibility 95 5.9 Exceptional events 107 5.10 Dependence on patents 107 Registration document 2014 LE GROUPE LA POSTE 21 5 Overview of business activities Services-Mail-Parcels Le Groupe La Poste is a multi-business group structured around five business units: Services-Mail-Parcels, GeoPost, La Banque Postale, Digital Services, La Poste Network. Backed by this model, all involved are able to benefit from commercial synergies, combined innovations and shared costs through the many and ongoing collaborations among business units and subsidiaries. While each business unit has its own resources, they are all strongly interlinked with one another. 5.1 5.1.1 The strategic and financial management of the business units is ensured by the Group, which is responsible for cooperation among the business unit s and which is focused on strategic functions so as to further strengthen coordination. Five major shared high-priority projects were defined in 2014 and managed across and among all entities: e-commerce, energy transition, modernisation of public action, urban logistics and getting to know individual customers better. Services-Mail-Parcels General points and key figures FINANCIAL DATA 2014 (€ million) 2013 pro forma 2014/2013 change amount % Revenue 11,395 11,599 -204 -1.8% External revenue 11,131 11,356 -225 -2.0% Intercompany revenue 264 243 +21 +8.5% (a) 419 546 -127 -23.2% OPERATING PROFIT (a) Operating profit after share of net profit of companies under joint control (application of IFRS 10 and IFRS 11 as at 1 January 2014, a pro forma income statement was created as at 1 January 2013). OPERATIONAL DATA 2014/2013 change Volume of addressed postal items (in millions) Number of unaddressed postal items (in millions) Number of parcels (in millions) 22 Registration document 2014 LE GROUPE LA POSTE 2014 2013 in volume 12,880 13,668 -789 -5.8% 9,353 9,784 -430 -4.4% 269 277 -7 -2.7% % Overview of business activities Services-Mail-Parcels Le Groupe La Poste is the 2nd largest postal operator in Europe, in value and in volume: its Services-Mail-Parcels business unit is the largest in terms of revenue and employees (50% of Group operating revenue and 57% of its employees in 2014). The business unit is active in the areas of mail, parcels and logistics, in France and abroad, and it is also positioned in the private individual home services market. 5.1.2 5 It delivers mail and parcels six days a week (1) throughout all areas of the country, and contributes to disseminating opinions by delivering newspaper mail subscriptions and election materials and documents. It serves 38.7 million letterboxes in 36,600 French municipalities, thanks to its 75,000 postmen (2) and 2,500 delivery staff. Structure and networks 5.1.2.1 Structure The Services-Mail-Parcels business unit is organised around its markets under five business divisions, which group together the parent company’s Departments and the subsidiaries: f the Services division ensures the promotion and development of the postmen network for all customers, private individuals, professionals, companies and administrations; it comes up with new local services adapted to the population’s needs for the entire country; f the Mail division covers marketing communications and business mail for companies. It supports advertisers in implementing their communication process with their customers (delivery of advertising materials, coupons, samples); to this end, it also includes the Mediapost, Mediapost International and Sogec subsidiaries. Mediapost achieved €507 million in revenue in 2014 via five subsidiaries, which together have 8,416 employees in France and in Europe (Belgium, England, Portugal, Romania, Spain); f the Parcels division covers La Poste’s postal parcels delivery activities in France, in particular under the Colissimo brand. Parcels was included within the Parcels-Express Business Line until 2013. In 2014, the organisation of the Group into five business units led to the combination of ColiPoste (now called the “Parcels d ivision ”) and Mail within the Services-Mail-Parcels business unit; f the Logistics division creates, implements and develops the logistics network in terms of optimisation and development (in particular for e-commerce); it creates synergies between the resources of the parent company and the subsidiaries of ViaPost Services, which performs three primary business activities: newspaper and magazine processing activities (direct bulk mail and home delivery), logistics activities (shipping mail, preparing orders, e-logistics) and business activities related to eco-mobility transport. ViaPost Services achieved almost €502 million in revenue in 2014, and has 2,357 employees; f the International division develops the cross-border mail and small merchandise business activity marketed in France via La Poste (€558 million in revenue in 2014) and outside France via the joint venture, Asendia JV (€452 million in revenue in 2014) (3), which is 50-50 owned by La Poste and Swiss Post. (1) This covers mail service within the generic meaning, including various categories of mail, and specifically addressed mail (e.g. advertising, commercial, administrative or personal mail) and unaddressed mail (with no name or address — information mailings and advertising materials). The Mail division (with a capital M) refers to the Group’s business activity and its markets have historically been the collection, transportation and delivery of mail (with a lower case m). (2) Permanent staff. (3) Asendia JV markets mail processing, routing and distribution services outside France for all destinations (including France). In contrast, the parent company is directly responsible for marketing in France. In application of IFRS 11 as of 1 January 2014, Asendia JV revenue was not recorded in the revenue of the Services-Mail-Parcels business unit. Registration document 2014 LE GROUPE LA POSTE 23 5 Overview of business activities Services-Mail-Parcels f transportation combines various modes of transport 5.1.2.2 Networks 5.1.2.2.1 Standard logistics process Mail and parcels follow a standardised several-step process: f collection/consolidation consists of collecting postal items deposited in yellow street letterboxes and collecting mail and parcels from companies and from mail centres six days a week, before shipping everything collected to processing platforms; f sorting/processing involves processing items according to their geographic delivery area, then their destination address. Sorting on departure includes mechanically separating all of the items collected in a geographic area into batches corresponding to homogeneous delivery areas. Sorting on arrival and delivery preparation consist of dividing up the batches by delivery centres and delivery round. At the industrial level, the processes are differentiated for mail and parcels and may therefore be carried out in different platforms: − domestic parcels are handled by 14 parcels platforms, which receive the collected parcels and sort them according to their destination. For import and export parcels, processing is handled in an international trade centre dedicated to this type of parcel and located in the Greater Paris region (in Chilly-Mazarin). In addition, trade offices have been established at the platforms closest to the borders, − mail is processed in 42 Industrial Mail Platforms (PIC) for sorting on departure and on arrival; 222 Mail Preparation and Delivery Centres (PPDC) also handle pre-sorting operations; 24 Registration document 2014 LE GROUPE LA POSTE (plane, ground and rail) adapted to the urgency of the item and the distance of the delivery areas in order to ship everything to the distribution centres. Flows are maximised by various breakdown and separation points known as transport hubs. In 2014, 2.5% of mail flow was dispatched by plane, 91.3% by ground and 6.2% by rail. These figures are 2%, 98% and 0% for parcels, respectively; f deliveries made in France by postmen or delivery staff consists of letterbox delivery of postal items and personal delivery of “recorded” items (i.e. registered letters, letters or parcels that must be counter-signed, etc.). The latter can also sometimes be put on hold at the post office in one of the 17,000 La Poste public outlets, or in the case of parcels, delivered to one of the 35 Cityssimo (automated lockers) or to one of Pickup’s 7,000 pick-up and drop-off points (Pickup is a subsidiary of GeoPost, see Chapter 5, Section 5.2.2). Regardless of the delivery point, delivery is made via 2,939 M ail D elivery P latforms (PDC) and 60 Parcels Offices. In fact, the Parcels division has a network of dedicated offices that mainly deliver to high-density urban areas (cities with more than 150,000 inhabitants) where delivery requires a specific organisation (in order to handle high-traffic volume, the density of delivery points, parking and building access difficulties, frequent absence of recipients, etc.). In rural areas, the postmen deliver parcels. Internationally, deliveries are assured by other postal operators under long-standing agreements of the Universal Postal Union or special agreements with certain postal operators, or for parcels, by private operators, including GeoPost subsidiaries, for certain countries. Overview of business activities Services-Mail-Parcels 5 5.1.2.2.2 Logistics networks The Mail logistics network Mail shipping is backed by a large logistics network, both on own account and partly sub-contracted. Collection from street letterboxes Collection of mail and parcels from companies Sorting of mail by postman rounds (in PIC (2)) and sorting of parcels by delivery platform (in PFC (3)) Delivery to companies 6 days/week Consolidation in PPDC (1) Industrial drop-off into PIC (2) for mail and PFC (3) for parcels PPDC (1) or PDC (4) or ACP (5) Delivery to individuals 6 days/week Sorting by geographic region in PIC (2) for mail and PFC (3) for parcels Internal source. (1) PPDC: Mail Preparation and Delivery Platform. (2) PIC : Industrial Mail Platform. (3) PFC : Parcels Platform. (4) PDC : Mail Delivery Platform. (5) ACP : Parcels Offices. Collection f f 127,655 street letterboxes 76,500 pick-up and delivery customers Transport f f f f f f f f f f f 328 lorries 8,309 road links 3 TGV (high-speed trains) 8 planes serving 10 destinations 38,793 internal combustion vehicles 9,440 motorcycles 8,144 bicycles 4,569 electric vehicles 1,318 quadéos (electric quad bikes) 18,476 electric bicycles 100 Staby Processing Delivery Nearly 2,669 sites and 492 centres: f 2,939 Mail Delivery Platforms (PDC) and mail centres f 222 Mail Preparation and Delivery Platforms (PPDC) f 42 Industrial Mail Platforms (PIC) and Mail Processing Platforms (CTC) f f f f 75,000 postmen 56,491 rounds 38.7 million letterboxes served six days out of seven More than 1.5 million kilometres covered per day by postmen Registration document 2014 LE GROUPE LA POSTE 25 5 Overview of business activities Services-Mail-Parcels The Parcel logistics network seasonal in nature (business activity increases by 50% in December), the Parcels division supplements its industrial base during these peak seasons with partners. The Parcels division’s industrial facilities, which is unique in France, enables it to process very substantial parcel volumes and dispatch them to the various distribution facilities that criss-cross the country. Traffic being very Collection f Transport 250 pick-up and delivery customers f f f 5.1.3 520 bulk trailers 400 daily road links between sorting centres 1,800 vehicles Processing f f 14 parcels platforms 1 platform for international parcels Delivery f f f 2,500 delivery staff 60 parcels offices an average of 1 million parcels delivered per day Markets and business activities The Services-Mail-Parcels business unit is mainly positioned in communication and BtoC delivery in eight market segments, grouped into five business divisions: Market segments Business divisions % of 2014 revenue Business communications Marketing communications Mail 71.2% of revenue Parcels 13.8% of revenue Private communications and stamp-collecting Parcel delivery services Logistics and transportation Logistics 6% of revenue Home services/Energy transition Services 4.1% of revenue Cross-border mail International 4.9% of revenue Press La Poste has numerous advantages and strong positions in these areas. 26 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Services-Mail-Parcels 5.1.3.1 Business communications market The business communications market in France was estimated at more than €30 billion (1) in 2014. This market is made up of various communication channels, including mail postage, telephone services, Internet. With €5,210 million in revenue mainly achieved in relationship mail postage, the Services-Mail-Parcels business unit is a major player in business communications management. Although relationship mail is in direct competition with digitised solutions, it still has numerous uses: sending quotes, contracts, bank statements, invoices, after-sales services, managing litigation and disputes, etc. A media that is strongly rooted in practices, guaranteeing secure and confidential exchanges, mail remains a universal and accessible media, and even unavoidable for some uses. 5.1.3.2 Marketing communications market The marketing communications market in France was estimated at €30 billion in 2014 (2). It includes expenditures by advertisers regardless of the communication medium used: media mail or other traditional communication media (television, press, radio, billboards and Internet). This market continued to shrink in 2014, but less than in 2013 (-4% over the first three quarters of 2014 vs -6.2% over the same period in 2013), due to the economic crisis and the streamlining of communication expenses by advertisers. Digital media and formats are winning market share every year (6% in 2013 vs 5.7% in 2012), to the detriment of traditional formats, and their change in value remained positive (+3.4% in 2013, +5% in 2012). The Services-Mail-Parcels business unit captures 6% (3) of the French advertising market on average. Its addressed and unaddressed advertising mail offerings meet companies’ marketing communications objectives (mail, catalogue, couponing, samples). Mail is a media that is both clever (targeted and customisable) and powerful (mass media), with high recall performance and sales incentive. 5 With €1,564 million in revenue in this market in 2014, La Poste remained a major player in the market and its subsidiary Mediapost was the leading distributor of printed (unaddressed) advertising material in France, with 9.35 billion items (printed material and samples) delivered per year. 5.1.3.3 Press La Poste is a major player in press distribution. More than 8,000 publications, i.e. almost all of the titles approved by the French Joint Commission for Publications and Press Agencies, use its services to deliver their publications. Press distribution, which has decreased due to the digitisation of publications and usage changes to digital practices, can be carried out through various channels, two of which La Poste has invested in: home delivery (multi-publication night and day press home delivery to subscribers) and direct bulk mail (receiving, processing and shipping press subscriptions mailed in France and other countries for the parent company). La Poste achieved €581 million in revenue for activities involving preparing and shipping press. La Poste shipped and delivered 1.23 billion copies, 1.15 billion of which were part of its public service mission, i.e. approximately 30% of press distribution in the country. Direct bulk mail was thus the second largest distribution method after news-stand sales. La Poste is progressively strengthening its positions in home delivery activities: in April 2014, the home delivery companies of Groupe Amaury and Le Groupe La Poste, SDVP and Neopress, respectively, finalised their merger agreement. The new joint venture, called Proximy (75% held by Groupe Amaury and 25% by Le Groupe La Poste), aims to reinforce the range of home delivery services offered to press publishers and subscribers, and to develop new service offerings in the local delivery sector in the Greater Paris region (combined annual volume of more than 130 million press copies) and in Oise. This alliance of the two main players in the Greater Paris region press home delivery reaffirms and reinforces Le Groupe La Poste’s commitment to newspaper and magazine home delivery. (1) Internal analyses. (2) Source: Irep-France Pub (September 2014) – 2014 Forecasts. (3) 2013 figure. Registration document 2014 LE GROUPE LA POSTE 27 5 Overview of business activities Services-Mail-Parcels 5.1.3.4 Parcel delivery services to private individuals In 2014, La Poste tested and rolled out new services for end-customers in order to meet customer expectations: f shipping parcels from letterboxes, which consists of The private individual parcel delivery market in France was estimated at 387 million parcels, up 4.5% on average over the last three years. This growth, which was limited compared to the growth of e-commerce (1), resulted from the net impact of two trends: a decline in mail order sales (VPC) and the growth of e-commerce. The number of parcels distributed continues to increase and e-commerce is the market’s driving force: the number of active merchant sites has grown from less than 50,000 at the end of 2008 to more than 154,000 in 2014. The percentage of households receiving parcels increased to 85% with the average number of parcels received per household now reaching 16 per year. In 2014, distance sales continued growing, with its market share now reaching 8% of household expenditure (excluding food), which still allows for significant growth potential for the future. E-commerce has completely transformed consumption patterns, and it has also impacted the structure of product and service offerings, the structure of online presentation and various delivery options: competition from players in the out-of-home market (pick-up and drop-off points) and express delivery specialists, and the rapid development of marketplaces reflect the need for speed, simplicity and low prices. La Poste holds a key position in the parcel and small goods transportation and delivery market with the Parcels division. As a historic operator in the distance sales market, the Parcels division is an indispensable partner in e-commerce thanks to its expertise and delivery process knowledge (especially in the “last mile” of the home delivery process), which make it the leader in the French market, with 269 million parcels and around 66% (2) of market share in the business and private individual (BtoC and CtoB) delivery segments. The main products are: f Colissimo and So Colissimo (89% of volumes handled in 2014), which includes the key services (fast, twoday home delivery, online parcel tracking and flat-fee insurance either included or optional). So Colissimo offers a 48-hour multi-option delivery service in mainland France; offering individual customers the option to collect their parcels (with postage paid in advance online) directly from their personal letterbox; f delivery notification, which informs recipients of parcel availability by email and/or text message. 5.1.3.5 Logistics and transportation The logistics and transportation market is driven by e-commerce, the development of connected commerce, fine-tuned logistics for small goods and green business (e.g. collection of end-of-life products for recycling). The Services-Mail-Parcels business unit offers several logistics and transportation solutions: f shipping of mail in France to processing platforms on behalf of the parent company; f preparation of omnichannel orders (BtoC, BtoB and BtoRetail), managing transportation and customer relations for brick and mortar retailers and e-retailers; f recycling logistics. Additionally, in June 2014, La Poste announced that it would invest €100 million between 2014 and 2016 to develop combined freight to transport mail, small parcels, and press in France. This plan is based on a multimodal strategy which combines rail and road transport, air transport (only for next-day deliveries that require it) and, going forward, river transport. As part of this plan, La Poste is building a new versatile multimodal transportation platform in the Greater Paris region. This platform, which will be the hub of a new combined freight network, will also handle e-commerce logistics activities with the preparation and shipping of e-commerce orders to customers in France and all over the world. Its opening will coincide with the TGV’s (high speed train) discontinuation of mail transport, which has been the chosen means of transport for 30 years, but is no longer suited to customers’ new uses. f Coliéco piloté: economical corporate parcel service with no guaranteed delivery times. The Parcels division achieved €1,566 million in revenue in 2014 and has 5,900 employees (own staff). (1) In 2014, e-commerce in Western Europe grew 15% to reach €204.7 billion (source: B2C E-Commerce Europe Report Western Europe 2014). (2) Internal sources. 28 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Services-Mail-Parcels In the e-commerce logistics market, ViaPost Services holds significant positions with its subsidiaries Orium and Morin Logistic (merged in 2014 under the name ViaPost). Le Groupe La Poste is thus recognised for its proven expertise in e-logistics (inventory management and order preparation for online sales companies) and is the leader in service logistics for e-retailers in France (1). Revenue growth was achieved from momentum from both new click & mortar customers and pure players, as well as from ViaPost’s entry into the BtoRetail logistics segment. This success was made possible through innovations developed by ViaPost and the Services-Mail-Parcels business unit, and the launch of the ViaDirect offer, which enables brick and mortar retailers to supervise their warehouse logistics via a web and mobile application, providing them a real-time view of orders and guaranteeing control over the entire shipping process. For recycling logistics, Le Groupe La Poste is slowly strengthening its positions: following the acquisition of Nouvelle Attitude (2) in late 2011, Mail rolled out Recy’go, an offering involving the collection of used office papers in order to recycle them, aimed at small to medium-sized businesses. Several local SMEs and local authorities subscribed to this offer, which was deployed simultaneously in the Group’s facilities. Recy’go has now been rolled out across France and has already achieved convincing results, with more than 2,845 corporate and regional authority customers, and the collection of 15,994 tonnes of paper in France at 31 December 2014. Since 15 October, La Poste has offered the new Recy’go Destruction offer to its customers, which is specifically aimed at destroying their confidential documents. After being collected, the papers are stored in a secure location, then shredded to then be recycled. The customer can monitor the elimination of its papers and receives a certificate of destruction. La Poste also offers various services related to eco-mobility: consulting services and optimisation of the use of electric vehicles in corporate fleets, development of training tools for eco-driving, transport and eco-responsible mobility consulting. 5 5.1.3.6 Home services and energy transition Establishing daily contact with private individuals and companies, postmen are trustworthy professionals who have excellent knowledge of the populations they visit during their rounds. This competitive difference, namely proximity, makes La Poste a favoured local player in home services. La Poste aims to transform its network of postmen to diversify its business activity in home services and the circular economy, which constitute major stakes in a digital society characterised in particular by an ageing population. La Poste is innovating by creating a progressively broader range of services, specifically by relying on the connected postmen network: equipping postmen with smartphones (Facteo) is a strong sign of the evolving profession, its modernity and capacity to respond to new customer expectations in terms of local service and relations of trust. The roll-out of this new work tool, which began in 2013, continued throughout 2014: more than 40,000 postmen were equipped with Facteo at the end of 2014, and 100% will be equipped in 2015. Facteo helps postmen with their daily operations and offers new functionalities for convenience, quality and innovation to serve all of La Poste’s customers. Three applications are already implemented: one allows for tracked items to be signed for, one is dedicated to proxies and a third manages mail forwarding. Facteo is also intended to support changes in the industry, and particularly to help enhance the range of new home services for private individuals, such as Cohésio (a service involving regular home visits by postmen to households with isolated and/or infirm members), Relevéo (a service to read energy meters on behalf of companies in the sector), Faciléo (collecting items, delivering items or exchanging items, etc.). (1) External sources (Xerfi Precepta study, “The last mile in e-commerce logistics”, Nov. 2013) and internal analyses. (2) Operating subsidiary for the Recy’go offering. Registration document 2014 LE GROUPE LA POSTE 29 5 Overview of business activities Services-Mail-Parcels 5.1.3.7 Private communications market This market covers all of the communication flows issued by private individuals, as well as stamp-collecting. The digitisation of flows and the development of new Internet access technologies is significantly changing communication behaviour. To cover the needs of these customers, the Services-MailParcels business unit offers a range of products, including the sale of stamps, pre-paid mail products, Lettre MAX and other small parcels. It achieved €1,338 million (1) in revenue from private individuals in 2014, €356 million of which from stamp-collecting. 5.1.3.8 Cross-border mail market The cross-border mail market was estimated at €6.7 billion (2) worldwide in 2013. Flows are concentrated in three regions, the United States, Europe and Asia, while the top 10 exporting countries generate over 80% of total volumes, including 50% for the top four. They remain mostly continental and reflect trading patterns: almost 75% of European cross-border flows remain in Europe, while 40% of exports from North America remain in the continent. This intra-continental concentration is experiencing a decline in favour of transcontinental flows. The market has seen a regular decrease in number of items, but remains stable in value due to an increase in the average weight of items (small packages and catalogues). The market for mail items (from 0 to 2 kg) has experienced opposing trends depending on the segment. Traditional correspondence (business mail or communication) is declining due to the use of electronic means instead. Shipments of small volume objects, the majority of which weigh less than 2 kg, are sharply increasing due to the growth of e-commerce, a development which should also be facilitated within the EU and the OECD, following the Commission’s white paper on e-commerce, through the e-CIP programme (3). Furthermore, China’s growth is rising rapidly in this segment with approximately 10% of international flows of small packages. In terms of competition, apart from single-piece mail (i.e. mail posted in street letterboxes without prior sorting by the customer), which is entirely operated by the exporting postal operator, competition in this market is very strong. Four types of players are present: postal operators who still apply a traditional import and export model in their traditional market, postal operators operating outside their domestic market, consolidators and mail routers (e.g. Pitney and IMX, etc.) and integrators (e.g. UPS, FedEx, etc.). The business unit achieved €558 million in revenue in 2014 on the cross-border mail market. Selling its products via Asendia France (regarding products sold in France) and Asendia JV (excluding France), its position remains very strong in France on import flows (a reserved sector until the end of 2010) but there is an active competition on exports. For international flows, Asendia is the second-largest provider of postal services outside its own borders, just behind Deutsche Post -DHL: operating in three main markets, the United States, Europe and Asia, in 2014, Asendia JV achieved €452 million in revenue on three continents and in 15 countries through its network of 25 subsidiaries, which offer delivery services to 220 destinations. A 50-50 joint venture held by Swiss Post and La Poste, Asendia JV relies on the two partners’ expertise and networks as well as their ability to support international customers in shipping mail, catalogues, newspapers and goods. (1) Revenue including all sales channels (La Poste Network, Internet, large and medium-sized retail spaces, tobacco retailers, etc.) for a relatively wide range of products (such as Lettre MAX, pre-paid letters, etc.) and with an average size of items often exceeding 20 g. (2) Sources: annual report of DP-DHL on world export flows; internal sources (2012). (3) e-CIP: European customs information portal, a single access point for useful and practical information on transporting goods in and out of the EU. 30 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Services-Mail-Parcels 5.1.4 5 Special regulatory issues and business model 5.1.4.1 Special regulatory issues 5.1.4.2 Business model The fully competitive environment in which the ServicesMail-Parcels business unit is developing is strictly regulated and controlled. 5.1.4.2.1 The business model of Mail In fact, the business unit is responsible for carrying out two of La Poste’s four public service missions: the Universal Postal Service, of which it is the sole operator in France for a 15-year period starting from 1 January 2011 (see Chapter 5, Section 5.7.2.1) and the press transportation and delivery mission (see Chapter 5, Section 5.7.2.3). Revenue model Revenue from Mail includes postage from items of correspondence (business, marketing and communication, inter-personal, international, press) and services provided (collection, special deliveries and letterbox management). Postage accounts for the bulk of revenue (89%). The Universal Service mission assigned to La Poste by the French government is overseen by ARCEP (French regulator of the electronic communications and postal sectors), which provides price regulation, and in particular, checks the quality of service (1), monitoring compliance with respect to the targets set by the Minister (2). There are different ranges with different postage prices. Total volumes and price adjustments are the primary causes of changes in revenue. Prices are governed by multiannual price caps (see Chapter 5, Section 5.7.2.1.2). Changes in the product mix (i.e. volume changes of differently priced products) affect revenue to a lesser extent. The quality of service for the main products has significantly and regularly improved over the last few years. In 2014, quality of service for Priority Mail reached a high level of 86.7%, Green Mail quality of service reached 93.2% for twoday delivery, while Registered Mail reached 94.6% for twoday delivery with a very high quality of service in next-day delivery. As for Colissimo counter, quality of service reached 95% for two-day delivery. Volumes In 2014, the percentage of Mail revenue accounted for by the Universal Service rose to almost 76%, up slightly compared with 2013. Press transportation is also a structuring business activity for La Poste: it represented 6% of Mail revenue for La Poste and 9% of mail volumes delivered, but 22% of the weight in the postmen’s pouch. Two major factors, one economy-driven and the other structural, are contributing to the decline in volumes: f unfavourable economic conditions adversely affecting postal activities (relationship mail and advertising mail) which, by nature, correlates with GDP; in addition, companies and the public sector are seeking to reduce costs, particularly by streamlining their mail shipments; f the rapid digitisation of BtoB exchanges linked to the simplification of processes and the growing popularity of electronic exchanges among individuals represent examples of transformations in exchanges and communication trends, which affects all sectors. (1) Quality of service levels refer to the European standard EN 13850 that defines a methodology for “end-to-end” service where quality represents the shipping time for a postal item expressed as a percentage of distributed mail in days (d + n with “d” representing the mail drop-off date and “n” the number of days adopted for the service standard). (2) Quality of service is governed by a specific legal provision published in a decree issued by the Minister responsible for postal services, which sets the quality of service targets for the Universal Service . On certain product ranges, quality of service is governed by contractual commitments that may result in La Poste paying compensation in the event that it fails to meet these commitments. For cross-border or international mail, the distributor’s compensation is directly linked to service quality. An independent body (IFOP in 2014) assesses the quality of service. Registration document 2014 LE GROUPE LA POSTE 31 5 Overview of business activities Services-Mail-Parcels 2014/2013 change 2014 2013 amount % Relationship mail 6.69 6.99 -0.30 -4.3% Single-piece mail 1.73 1.81 -0.08 -4.3% Advertising mail 3.23 3.58 -0.34 -9.6% Press 1.23 1.29 -0.07 -5.0% 12.88 13.67 -0.79 -5.8% (domestic addressed traffic, in billions of mail items) ALL FLOWS COMBINED (EXCLUDING ELECTIONS) La Poste is expecting a 50% decrease in mail volumes over the period between 2008 and 2020, from 18 billion to 9 billion. Most of its costs are significant fixed costs, largely arising from its Universal Service obligations and the quality of service targets for next day delivery: f the service quality targets for priority deliveries require Pricing policy To ensure the sustainability of the Universal Service, and to maintain a high quality of service, in an environment with rapidly declining mail volumes, La Poste increased its prices: following a favourable opinion by ARCEP, mail prices rose 3% on average on 1 January 2014, and parcel prices went up 2.9% on average for mainland parcels on 1 March 2014. It became evident that price increases were inevitable, in addition to considerable commercial development efforts and adapting organisations to decreasing mail volumes. During the first half of 2014, La Poste and ARCEP reviewed the multiyear price control system covering the 2013-2015 period (see Chapter 5, Section 5.7.2.1.2) and they agreed on the necessity to define a new one. The new multiyear price control system, implemented for a four-year period (from 1 January 2015 to 31 December 2018), therefore defines a pricing framework that is equal to the consumer price index increased by 3.5 points a year on average on Universal Service prices, with a possible annual price ceiling. It is within this context that La Poste announced an average price increase of 7% for mail as of 1 January 2015. Cost structure Despite the increase in automated processing, the parent company’s business is still highly labour-intensive. sorting platforms close to the delivery areas. The number of such platforms results in high fixed costs (real estate and overhead costs); f the obligation to make daily mail deliveries to all letterboxes six days out of seven means that it is necessary to make regular rounds and requires significant fixed travel time; f the obligation to have a dense network of public outlets, which ensures access to the Universal Service (1), also results in high fixed costs (e.g. real estate and staff). The cost structure points to the limits of the parent company’s business model. Given the importance of fixed costs, and the moderate nature of price increases compared with other postal operators, the parent company’s business model is heavily dependent on volume trends. Furthermore, the parent company’s business activities are not very capital-intensive, as fixed assets accounted for 6% of revenue in 2014 (6% in 2013, 7% in 2011 and 2012). 5.1.4.2.2 The business model of Parcels The Parcels division is conscious of the fact that sales price has become a decisive criterion for customers. E-commerce constitutes a business model frequently comparable to mass retail with relatively low margins: transportation costs are of structural importance for this business and represent a major process in the value chain of e-retailers. (1) The criteria for access to Universal Service in France specify that at least 99% of the French population and at least 95% of the population in each Department must live less than 10 km from a public outlet, and that all districts with more than 10,000 inhabitants must have at least one public outlet for each section of 20,000 inhabitants; it must be possible to perform essential mail transactions at these outlets. 32 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Services-Mail-Parcels 5.1.4.2.3 The business model of Subsidiaries The business models of the Services-Mail-Parcels business unit are specific in some ways: f the unaddressed admail business model (Mediapost) is similar to that of addressed letters, with revenue highly dependent upon volumes, and payroll representing a high proportion of costs; f the press home delivery model is primarily dependent on delivery and on an ability to maximise volumes in a given delivery area; 5.1.5 5 f the business model for cross-border activities (Asendia) is characterised by an elevated share of variable costs (i.e. purchase of transport and delivery services). Customers’ main purchasing criteria is price, provided reliable delivery can be demonstrated. The key success factor for competing companies lies in their ability to identify and negotiate the best prices and terms for the transportation and delivery of postal items with the other postal services; f the logistics business model relies on flow pooling and rotation speed. The goal is therefore to fill up production capacity with inventory that has high renewal rates. Customers 5.1.5.1 Mail customers The top 100 customers accounted for 34% of revenue in 2014. Mail’s customers include all private individuals and economic players. Addressed letter volumes break down accordingly between companies and private individuals, senders and addressees: f 90.5% of volumes shipped are issued by professionals or administrations; f 71.7% of volumes delivered are distributed to private individuals; f mail from one private individual to another represents only 3% of total volume. Accordingly, 97% of the 13 billion addressed messages processed in 2014 are linked to economic exchanges (i.e. involving at least one administration or company). Private individuals pay attention to how easy it is to send and receive mail and parcels in any form, with increased interactions to respond to their information requests more efficiently: services accessible 24/7, customised services, online availability, simplified drop-off, diverse and more flexible reception options, reinforced security features, etc. For professionals, beyond its services of shipping and delivery, La Poste is positioned as a growth driver for the Company: a global provider of document management, mail and direct marketing services. It offers companies a range of business solutions helping their development. The bulk of the parent company’s revenue is generated from a few customer segments. The banking sector (bank statements, advertising), the public sector (health insurance statements, tax notices), the distance sales sector (catalogues) and the telecommunications sector (mobile phone bills) are amongst the largest customers of the parent company. 5.1.5.2 Parcels customers The Parcels division is a central component of exchange between a company’s product and a private individual’s order. Its customer portfolio is divided up between distance sales (traditional distance selling or e-retailers) and private individuals and small businesses, to which it offers a range centred on both Colissimo and So Colissimo products (89% of volumes handled in 2014) and Coliéco piloté. Corporate customers The Parcel s d ivision has established high-quality relationships with more than 50,000 corporate customers by offering products and services suited to customers that send products. The Parcels division’s “corporate” business accounted for 70% of its revenue and 83% of its volumes in 2014. The Parcels division’s customer base may be broken down into three categories: f distance sellers, whether traditional players having added online sales, e-retailers created on the Web and developing their business without any other sales channel (pure players) or traditional companies who are expanding their sales online (click & mortar) companies. The Parcels division is the long-standing supplier of so-called “traditional” distance sales companies, and it has become a very important supplier to e-commerce companies over the past few years; Registration document 2014 LE GROUPE LA POSTE 33 5 Overview of business activities Services-Mail-Parcels f logistics operators: they buy transport services on behalf of a number of shippers selling various products under private labels; f other parcel shippers (e.g. subscription books, 5.1.5.3 Internal customers of the Group Inter-business unit relationships promotional items). Customer size is a major segmentation criterion: 200 customers account for around 60 % of the Parcel s division’s “corporate” revenue. They enjoy special options (e.g. drop-off at sorting platform, pre-sorting, direct shipping, etc.), depending on the volumes dropped off and the sorting already carried out. There has been a recent and rapid development relating to customer concentration. Service standards have moved closer to those offered by express. In addition to the value added services already offered, in 2014, the Parcels division launched Coliview, a tracking tool for corporate parcel shipments, which provides access to detailed information for each parcel, identifies an anomaly quickly and manages claims directly online. Individual customers and small businesses The Parcels division offers products and services adapted to the needs of private individuals and small businesses, in large part under the Universal Parcel Service assigned to La Poste. Cash sales in post offices or on the Internet are supplemented by numerous value added services created in response to new lifestyles and consumer habits driven by the growing importance of the Internet and e-commerce: online postage for parcels, parcel tracking, notification of parcel availability via email and/or text messaging, etc. All of these offers respond to the trend of growing customer expectations in terms of delivery standards, tracking and adapting to changing living and work rhythms. The Parcels division estimates that the volumes shipped by this clientele are made up of around 70% for private individuals and 30% for small businesses (artisans, liberal professions, etc.), and that shipments from private individuals meet the following three requirements: f trading between private individuals, which is made possible thanks to merchant platforms (40% of this segment); f distance-selling returns, since distance sellers in France usually only offer free returns if the order was not fulfilled properly or as part of after-sales services, and rarely do so in the event of ordinary cancellations (30% of this segment); f shipments between private individuals for other reasons (e.g. gifts, and forgotten items, etc.), which account for 30% of this segment. 34 Registration document 2014 LE GROUPE LA POSTE The Services-Mail-Parcels business unit is very engaged with the Group’s other business units. Due to its 17,000 public outlets, the Network is the general public’s major entry point to the Group. As the collection and delivery supplier for private individuals and small businesses (for registered mail or Colissimo for example), it generated 18% of parent company Mail revenue and 26% of Parcel revenue. La Banque Postale is one of the Mail division’s 10 largest customers, and a partner in the development of its Internet offering. Inter-business unit synergies In parallel with its dedicated structure, the Parcels division has historically been supported by Mail: the 1,296 Mail sales persons generated 13% of Parcels’ revenue and provided marketing support for 11% of its customers. The percentage of parcels delivered by postmen accounted for 68% of the Parcels division’s volume. Bringing together Mail and Parcels in 2014 represents a significant strength for the Services-Mail-Parcels business unit, thanks to synergies in products and services, networks and information systems. With regards to the range, La Poste announced the launch of a simplified range between mail products and parcel products starting from 1 January 2015. This new range, structured around a 3 cm thickness threshold has been created, allowing flat products to be shipped (CDs, DVDs, small books, etc.) at correspondence rates (Priority mail, Green Mail, Écopli) according to the delivery options that the customer desires. Beyond 3 cm, the Colissimo offering is suggested. Overview of business activities Services-Mail-Parcels 5.1.6 5 Strategy and outlook The “La Poste 2020: Conquering the Future” strategic plan, introduced in 2014, was accompanied by a new governance structure. It is within this context that the Services-MailParcels business unit was created. The vision and strategic project were enhanced and renewed by taking into consideration market developments and the positioning of the Services-Mail-Parcels business unit. The digitisation of trade is affecting mail volumes, mail being the primary market for the Services-Mail-Parcels business unit, which still faces some significant challenges. However, it is also leading to the growth of e-commerce and to profound transformations in freight logistics. This development represents a highly promising underlying trend: it is changing market standards and making home delivery an indispensable service. It is also leading to larger changes in commerce (fine-tuned inventory management, collaboration between local stores, etc.), which is encouraging the development of local logistics services. The core of the new strategy is repositioning the postman as a service provider: Services-Mail-Parcels intends to develop new home services by making its network of postmen the largest connected network for local services, while continuing its Universal Postal Service mission with a high standard of quality. La Poste will also become the privileged partner in e-commerce and a major player in urban logistics. Lastly, it is aiming to enhance “media mail” by integrating advertising mail into a multimedia offering, thus renewing its positioning in order to remain the premium medium for customer relations, which is now also international and multichannel. This business unit therefore intends to: f remain a key operator in its original field of operations, to which it is legitimate, and take advantage of growth in segments: adjust to changes in companies’ communications and relational strategies, which are now based on multichannel (letterboxes, Internet and mobile) and multi-media (paper, digital, and hybrid) offerings, in order to achieve an ongoing relationship between the brand and the customer. These strategies combine promotional marketing, relational marketing and contractual management through a combination of formats. To do this, the range is constantly being supplemented by introducing new commercial and innovation drivers. Marketing, communication and business communication activities will therefore continue to generate the major portion of its revenue; f remain the preferred parcel delivery service of the French people through its reliability, its choice of delivery solutions and its ability to adapt to their needs. The So Colissimo brand should progressively become the new benchmark for secure delivery of distance purchases. Offering comprehensive products and services to recipients is therefore a major challenge for the Parcels division, which has defined a certain number of strategic priorities: − increasing competitiveness through innovation by implementing parcel delivery and shipping solutions that meet customers’ expectations, − implementing a value-creating relationship for shipping customers, − ambition to strengthen addressee customer satisfaction, − ensuring cost control and operational reliability, pursuing the investment strategy for its network and information system; f expanding into new areas of development to provide growth drivers for the future. Three areas of development have been identified: − services for e-retailers and local merchants: the digitisation of the customer experience and the development of online sales will result in the convergence of different forms of commerce with similar expectations in terms of services for logistics and distribution, solutions for attracting incoming business, generating traffic and managing local inventories, − new logistics services – local logistics (1), urban logistics (2), reverse logistics and the circular and responsible economy (3) – are changing rapidly, and providing growth opportunities for La Poste. To capture this growth, processes and organisations, and even functions, need to make in-depth changes, notably in the area of distribution, in order to propose responsive, reliable, smooth and cost competitive services, (1) Deliveries of flows generated close to the consumers: shortening delivery periods (from stores to approach instantaneousness, etc.), simplified solutions for returning packages from home, etc. (2) Urban logistics: solutions for shipping goods to merchants under optimal conditions, (incoming, outgoing and intra-city). (3) Recycling products (office paper, cartridges, etc.), repairs, etc. Registration document 2014 LE GROUPE LA POSTE 35 5 Overview of business activities GeoPost − the new services provided by the postman, including local services, which are closely linked to the challenges posed by an ageing population and the financial equilibrium of social security schemes: La Poste is seeking to leverage the trust the French population has in its postmen (1), and its very dense regional network, in order to develop projects for home-based services that postmen would be capable of providing in addition to mail delivery. In these three areas, La Poste has assets (the network of postmen, the logistics network and the commercial networks), expertise and recognised legitimacy. La Poste intends to leverage this potential notably through the ability of postmen to intervene on a day-to-day basis, so 5.2 5.2.1 that its services meet the requirements for responsiveness, reliability, fluidity, competitiveness, and enable it to build sustainable leadership positions for activities under development. The Services-Mail-Parcels business unit is conducting this policy while continually monitoring its balanced progress in each of its three strategic focus areas: commercial development, quality of life at work and financial performance. For the business unit, its staff development policy in order to strengthen collective performance and team satisfaction is an essential condition for achieving its strategic goals. GeoPost General points and key figures FINANCIAL DATA 2014/2013 change 2014 2013 pro forma amount % Revenue 4,921 4,342 +579 +13.3% External revenue (€ million) 4,847 4,271 +576 +13.5% Intercompany revenue 74 72 +2 +3.4% (A) 284 316 -32 -10.0% OPERATING PROFIT (a) Operating profit/(loss) after share of net profit from companies under joint control (application of IFRS 10 and 11 as at 1 January 2014; a pro forma invoice was created as at 1 January 2013). OPERATIONAL DATA 2014 2013 % revenue outside France 77% 75% +1.7pt % revenue in BtoC 29% 26% +3.1pts 864 781 +10.6% 25,121 23,659 +6.2% 19,772 18,383 +7.6% Number of parcels (in millions of units) Number of employees (in FTE) Of which employees outside France 2014/2013 change (1) TNS Sofres survey from October 2012: 92% of French people indicate that they trust their postman, making postmen the second most preferred figure in the day-to-day life of the French (after bakers, but before firemen). 36 Registration document 2014 LE GROUPE LA POSTE 5 Overview of business activities GeoPost Backed by a long-standing presence in the postal parcel market, La Poste was the first European postal operator to enter the express market, as early as 1984. Today, the group is a leading player in this market via its subsidiary GeoPost. Created in 1999, GeoPost’s core business is the transportation and delivery of parcels weighing less than 30 kg, primarily in the ground deferred express market (next-day for domestic and next-day or two-day for international). GeoPost has experienced continuous growth since its creation, particularly through acquisitions. The company has a very strong presence in Europe, and it is currently expanding its business activities into the Asian, Middle Eastern and African markets while strengthening and consolidating its positions in Europe. 5.2.2 GeoPost has a hybrid model: historically positioned in the business to business (BtoB) market, GeoPost is also experiencing rapid growth in delivery to private individuals (BtoC) , with momentum from e-commerce. BtoC now makes up a significant portion of the business (nearly 30% of volumes in 2014). Delivery is ensured worldwide thanks to its subsidiaries and strategic partnerships with players in the local markets. GeoPost is active in more than 25 countries across the world, and 77% of revenue is made outside France. Structure and networks 5.2.2.1 Structure In France GeoPost operates in the French market via three subsidiaries with complementary business activities: Chronopost International Chronopost is a major player in the express delivery of parcels weighing less than 30 kg to businesses (BtoB) as well as private individuals (BtoC). Focused on premium express, Chronopost offers coverage throughout all of metropolitan France for next-day deliveries at home or at drop-off points, while serving the major economic regions across the globe. Chronopost delivers to more than 230 countries via premium and deferred express. The company integrates express customs clearance procedure services thanks to its status as customs agent and Authorised Economic Operator (OEA). Revenue (16% of which international) €782 M Number of parcels transported 29% of which BtoC 97 million parcels Number of employees (in FTE) Number of operational sites 3,183 80, including 7 hubs (1) (including 1 hub dedicated to international parcels) (1) A hub is a high-volume parcel sorting platform. It serves as a “network head” which then feeds secondary, regional or domestic lines. Registration document 2014 LE GROUPE LA POSTE 37 5 Overview of business activities GeoPost Exapaq Acquired by GeoPost in 2006, Exapaq is specialised in the express delivery of parcels weighing less than 30 kg, mainly in BtoB (businesses and stores). Its services are centred around deferred express in France and abroad: Exapaq delivers to more than 30 destinations in Europe and 200 destinations around the world in two to eight days. Revenue €360 M Number of parcels transported 54 million parcels Number of employees (in FTE) 1,770 Number of operational sites 6 hubs in France 56 branches Pickup Pickup is Le Groupe La Poste’s pick-up and drop-off network. The network was created in 2000, and was acquired by GeoPost in 2009. Pickup is now France’s leading network with 7,000 pick-up and drop-off points at the end of 2014, representing the largest network in France and the densest network in the Greater Paris region. This density supports the substantial increase in the number of parcels handled each day while preserving an optimal quality of service. In France, Pickup is present in various formats, retail outlets, Navette Pickup, Pickup Station and Pickup Store. These additional formats enable a constant adaptation to changes in customers’ habits and modes of consumption (accessibility, service offerings, longer hours of operation). Across the globe In Europe (excluding France), GeoPost is present in several ways: f wholly-owned, via subsidiaries: in Germany, the United Kingdom, Belgium, Spain, Portugal, Luxembourg, the Netherlands, Switzerland, Poland, Hungary, the Baltic Countries, the Czech Republic, Slovakia, Romania, Croatia and Slovenia. These subsidiaries are usually significant players in their respective markets; f via commercial partnerships with leading operators, such as Bartolini in Italy (one of the top express delivery specialists in the country) or Posten in Sweden (the national postal operator); f via equity and industrial partnerships: in the Turkish market via its 25% interest in Yurtiçi Kargo, with which it is also developing (under the international DPD brand through a 50-50 joint venture) in the Ukraine, Kazakhstan, Belarus and Russia, where it has substantial operations. 38 Registration document 2014 LE GROUPE LA POSTE Outside Europe, GeoPost has expanded its operations on fast-growing markets through partnerships, via a continuous continental block approach: f in Asia, in the People’s Republic of China, in Japan and in India (where GeoPost acquired 42.53% of the share capital of DTDC in 2013); f in Africa: Niger, Morocco, Côte d’Ivoire, Burkina Faso, and South Africa (with DPD Laser, 75% owned); f on the American continent, in the United States via IBC (takeover in 2012). Lastly, where international import and export flows are concerned, GeoPost is positioned in the freight forwarding market via its Tigers subsidiary, an international freight forwarder that operates in Asia (China), in the United States, and Europe. GeoPost invested in Tigers in 2011, and acquired control of the company, in which it now directly holds a 66% share capital, in 2013. This transaction has enabled GeoPost to broaden its scope of activities, to develop commercial and operational synergies, and to offer an alternative to the service provided by integrators. Overview of business activities GeoPost 5.2.2.2 Network Operational network The GeoPost network is composed of: f the domestic networks owned by each entity; f the DPD pan-European road network, an international shipping and delivery network. It is the most extensive road network in Europe, and covers the most important business regions worldwide; f an air express network for Chronopost, primarily 5 In total, the GeoPost network has 815 warehouses and 28 hubs, which are connected via 500 daily international road links between 35 European countries by 33,000 vehicles. Having a decentralised structure at the local level ensures the efficiency of the network, which is constantly adapting to national and international volumes and which allows the network to adapt actions and resources to local commercial priorities. The density of the network makes it possible to handle deferred parcels as well as express parcels and to offer tailored solutions to its customers. Pick-up and drop-off (PUDO) network operated under an agreement with an integrator (a global shipping company controlling the whole shipping chain); GeoPost has an extensive network of more than 16,000 pickup and drop-off points in France and in Europe: f the inter-continental GeoPost network, which relies f in France, more than 7,000 pick-up and drop-off points on the Air France-KLM SA air network, primarily via Sodexi (a subsidiary in which Air France SA and GeoPost have respective interests of 65% and 35%), in order to connect Europe to the other continents where GeoPost operates, and on the transportation network and logistics services of Lenton (34.7%-held (1)). These alliances are supplemented by partnerships and agreements with regional operators across the world. in the Pickup network criss-cross the country under the commercial brands of Pickup, Chrono Relais and Ici Relais; 5.2.3 f in Europe, GeoPost has more than 8,000 pick-up and drop-off points, 5,000 of which are in Germany, 600 in Switzerland, 450 in Portugal, 1,500 in Benelux and nearly 1,000 in Spain, etc. These networks are operated under different brands, depending on the country: Pickup in Benelux, Pickup and DPD Parcel Shops in Germany, SEUR-Punto Pack Network and SEUR Own Net in Spain, Pick Me! in Portugal, etc. Markets 5.2.3.1 Market segmentation and GeoPost’s positioning − express delivery service (pick-up before 6 pm for delivery the next day before noon or 1 pm, in the national territory, subject to levels of guarantees). Market segmentation GeoPost operates in the deferred and express courier segments, traditionally listed under the generic “express” category; The express parcel market is traditionally segmented according to several criteria: f the delivery time, which subdivides the market into three segments: − traditional parcel deliveries (24- to 72-hour delivery), − deferred delivery service (pick-up before 6 pm for delivery, in principle, the next day before 6 pm, in the national territory, time lines not being guaranteed), f the nature of the sender and recipient, which breaks down the market according to the type of parcel flow: − from professional to professional (BtoB), − from professional to private individual (BtoC), − from private individuals to private individuals (CtoC), − from private individuals to professionals (CtoB). GeoPost covers all of the customers’ needs and all types of flows thanks to its hybrid BtoB and BtoC model; (1) Lenton is an international logistics service provider which relies on a network of global air freight operators including Cathay Pacific Airways and other airline companies. In September 2014, GeoPost entered into an equity partnership with Japan Post. They now hold 34.7% and 14.9% of Lenton, respectively. Registration document 2014 LE GROUPE LA POSTE 39 5 Overview of business activities GeoPost f geographic criteria with: − domestic markets (intra-country), − an international market, sub-divided between shipments within the European Union and shipments outside the European Union. GeoPost is specialised in the domestic and intra-Europe market, and is expanding globally. Today, GeoPost is the second largest European operator in the express parcel market after Deutsche Post DHL, with market share estimated at 10.7% in 2013 (1). It is the market leader with 12% market share in the domestic European ground market, ahead of Deutsche Post DHL. by reducing unnecessary trips. Launched in 2010 by DPD UK in the United Kingdom, Predict is currently available in 18 European countries. It concerns not only domestic shipments, but also international shipments in most countries (and cross-border shipments, notably between Germany, Benelux and Slovakia). It is being expanded and deployed by all of the subsidiaries in Europe. In addition, “Follow My Parcel” was launched, the first real-time parcel tracking service. Available in the United Kingdom since 2013, it is now also available in Germany. Depending on the market, the BtoC offerings rely on local networks, thereby offering private individuals and small businesses several services as follows: f several value added home delivery solutions: late GeoPost’s positioning deliveries, Saturday delivery in certain countries (launched in Germany in January 2013) and even Sunday delivery (launched in the UK in May 2014); Offerings GeoPost’s express offering comes in two forms: f deferred express, ensuring delivery prior to 6 pm the next day, but without any delivery deadline guarantee; f premium express, guaranteeing next-day delivery, typically before 1 pm (date and time specified — refund if not delivered on time). This offer is available in domestic, European and intercontinental delivery. GeoPost also offers a wide range of customised solutions and value added services. These customised offers are adapted locally to meet customers’ needs as closely as possible (parcel tracking, cash on delivery, online proof of delivery, insurance, collection requests, etc.). Available in domestic delivery, some of its products and services are also offered for import/export flows in order to facilitate international e-commerce trade. Additionally, GeoPost has developed an innovative and strongly differentiating product, called “Predict”. This service warns customers of deliveries within a one-hour window, while the addressee has the option to reschedule the delivery time frame up to six days by text message or email, with a delivery time frame of one to five hours (depending on the country). Communication with addressees significantly reduces the number of unsuccessful delivery attempts, and results in a substantial increase in customer satisfaction. It saves time and also reduces CO2 emissions f alternative solutions to home delivery, primarily from the European Pickup network: − a parcel pick-up and drop-off network: in local stores (tobacco stores, newspaper/magazine stores, book stores/stationery shops, etc.) or in larger stores (large general retailers, store networks, franchise networks, etc.), the outlets can handle between 10 and 40 parcels/day. Pickup offers a comprehensive range of pick-up and drop-off services in the French market, − Pickup Station (automated lockers (2 )): installed in high-traffic areas, mainly in train stations and sometimes in post offices, the automated lockers are an integral part of the Pickup network. They can handle between 40 to 100 parcels/day. The roll out began in 2014 with 100 lockers installed in France, − Pickup Store: wholly-owned boutique shops located in strategic, very high-traffic areas, such as a large train station (handling capacity: more than 100 parcels/day). Three Pickup Stores have been operational since 2014 in the Ermont-Eaubonne, Evry-Courcouronnes and Saint-Lazare train stations, − navette Pickup: first shipping service between private individuals from one pick-up and drop-off location to another, priced according to distance, which was launched in 2014; f management of return-to-sender items and delivery slips. (1) Internal sources. (2) In January 2014, GeoPost signed an agreement with Neopost ID, a subsidiary of NeoPost, regarding the creation and operation of automated and secure locker networks installed in conveniently-located areas to offer a flexible and secure solution to customers receiving parcels. 40 Registration document 2014 LE GROUPE LA POSTE Overview of business activities GeoPost 5 In summary, GeoPost’s product range includes: BTOB OFFERING Domestic Deferred Delivery DPD CLASSIC, Exapaq, SEUR 24 Next-day delivery International DPD CLASSIC From next-day to four-day delivery in Europe Seven-day international delivery f f Chrono Classic SEUR Classic Express Delivery DPD Express: DPD 8:30 am, DPD 10 am, DPD 12 pm, DPD 1 pm and DPD 6 pm Guaranteed next-day delivery before 8:30 am, 10 am, 12 pm, 1 pm or 6 pm France: Chrono 8 am, Chrono 9 am, Chrono 10 am, Chrono 1 pm, Chrono 6 pm Guaranteed next-day delivery before 8 am, 9 am, 10 am, 1 pm or 6 pm Spain: SEUR 8:30 am, SEUR 10 am, SEUR 1:30 pm Guaranteed same-day or next-day delivery DPD Express Next-day delivery in Europe Express delivery available in over 220 countries worldwide DPD Guarantee Guaranteed delivery to European destinations Chrono Premium Europe Next-day delivery to major European cities before 10:30 am Chrono Express Europe and worldwide Next-day delivery to major European cities and two-day or three-day delivery to major destinations worldwide SEUR Air Courrier Guaranteed delivery in main destinations worldwide One to three days depending on the destination SEUR NetExpress Delivery to major European destinations. One to five days depending on the destination BTOC OFFERING Domestic International Deferred Delivery Pickup Services Delivery to pick-up and drop-off points Delivery to pick-up and drop-off points Next-day to four-day delivery available cross-border, notably between Belgium, the Netherlands and Luxembourg Express Delivery Pickup Services Business units using the Pickup network for express delivery Value added service f France: Chrono Relais Guaranteed next-day delivery from 1 pm onwards at one of the 6,150 Chrono pick-up and drop-off points f Portugal: Chronopost – Pick Me! Next-day delivery before 1 pm at one of the 440 Pick Me! pick-up points (including Madeira and Azores) Predict Rescheduling a delivery within up to six days via text message or email, with a delivery window of one to five hours depending on the business unit. Availability of parcel in pick-up and dropoff points is offered in certain countries Predict Offer available cross-border in the following countries: Germany, Belgium, Czech Republic, Estonia, Ireland, Hungary, Latvia, Lithuania, Luxembourg, the Netherlands, Poland, Portugal, Slovakia, Slovenia, Spain, Switzerland, United Kingdom Registration document 2014 LE GROUPE LA POSTE 41 5 Overview of business activities GeoPost f fashion and textiles; The characteristics of “toC” products are now relatively similar to those of “toB” products. Information tracking is pretty much complete, and the after-sales service highly sophisticated. This is in particular due to the specific features of the final mile, i.e. delivery to the end customer. The specific features of “toC” compared to “toB” deliveries are: f pharmaceuticals, health, biology and cosmetics; f a single parcel per delivery; f automotive, steel and tires; f greater or less success in reaching a private individual Customers GeoPost’s customers mainly operate in the following sectors: f e-commerce/distance-selling; f high technology and telecommunications; f reverse logistics/recycling; at home, as addressees are often absent; f publishing; f the need to set up solutions to arrange other delivery f music and entertainment; attempts and leave delivery slips. f sporting goods. The subsidiaries develop a service offering tailored to the specific requirements of their customers. GeoPost has a combined network capable of meeting “toB” as well as “toC” needs. A very geographically concentrated market with multi-form competition 5.2.3.2 Market dynamics The European market is estimated at €42.3 billion (1) for all parcel categories combined, and at €32.6 billion excluding postal parcels. It has increased by 3.5% in value terms compared with 2012. The importance of e-commerce A largely BtoB market, but driven by growth in BtoC BtoB continues to account for the major share with 68% compared to BtoC in the European market, with “toB” representing €28.7 billion versus €13.6 billion for “toC”. The market remains highly concentrated: Germany, the United Kingdom and France account for over 54% of the European express parcel market. Including Spain and Italy, these five countries account for 70% of the market. The market is largely structured around shipping (air or road) and customer (corporate or private individual) characteristics, and there are three major types of operators: f global players — also called integrators. These are shippers who control the whole shipping chain. They manage a whole series of activities: airline company, customs broker, cargo agent and often road carrier ; f European players, including GeoPost, that are mainly However, the BtoC share, supported by growth in e-commerce volumes, is increasing both at the domestic and international level (+7.8% vs +1.6% for BtoB), a much higher growth rate from which the Group benefits due to its combined network. Converging BtoC/BtoB market standards E-commerce has radically changed the market by introducing the demand for faster shipping and security to the private individuals market (BtoC), which before was reserved for companies (BtoB), and the operators who have been historically positioned in the BtoB market are growing their BtoC traffic. (1) Internal sources produced in 2014 for 2013. 42 Registration document 2014 LE GROUPE LA POSTE road operators; f local players, including some national postal operators (operating in domestic BtoC markets), and certain regional transport SMEs that offer some BtoB express services. The integrators share the global air express market, but excluding air and excluding the United States where two players share 95% of the market, the game remains very open between all players. Overview of business activities GeoPost T h e E u ro p e a n m a r ke t i s u n d e rg o i n g a p h a s e o f consolidation: the three largest postal operators (in Germany via DHL Express, in France via GeoPost, and in the United Kingdom via GLS and Parcelforce) control over 40% of the European market. The market is already relatively concentrated, although it is still very fragmented compared with the US market. Consolidation can thus be expected to continue. 5 Market prices have been influenced by the economic and competitive environment The express and deferred parcel transport business is facing a certain level of pricing pressure both in the BtoB and BtoC segments. Three factors are contributing to pricing pressure: f an increase in the capacity of parcel operators who have Domestic demand is continuing to switch from air transport to road transport and from express to deferred delivery The crisis has led to greater price sensitivity. As a result, corporate customers have changed their orders from premium express (air) to deferred express (road), which is cheaper, but without the guarantees provided by premium express. Since GeoPost’s subsidiaries are very active in the products and services in this segment, they benefit from these customer shifts. 5.2.4 followed the market’s capacity; f customers’ high level of negotiation power due to the concentration of the e-commerce market around a handful of operators; f costs relating to delivering to private individuals, which are higher than for companies. The continued roll-out and expansion of the offering and the optimisation of capital expenditures and means of production enable GeoPost to provide a commercial and industrial solution, and to continue expanding business and results. Outlook and strategy Since its creation, GeoPost has expanded its European network through acquisitions and through organic growth by relying on the efficiency of its network and the quality of its services. GeoPost plans on continuing its strategy to develop a specialised express parcel network in BtoB and BtoC, which provides its customers around the world with transport solutions with defined deadlines and logistics services with comprehensive tracking of the shipped merchandise. 5.2.4.1 Pursuing external growth and in the United States and also offers delivery solutions to Russia, China, Brazil and the Middle East. Thanks to this acquisition, GeoPost and its subsidiaries now have access to a very dynamic market with strong potential; f the acquisition in October 2014 of 100% of the share capital of Siodemka, one of the leaders in the domestic parcels market in Poland (€95 million in revenue in 2014, 34 million parcels delivered). This acquisition is enabling DPD Polska, a subsidiary of GeoPost in Poland, to significantly strengthen its position in the express market in Poland and become one of the top two leaders in the domestic market; f pursuing the acquisition of SEUR network franchises In 2014, GeoPost continued its external growth policy with: f the takeover of the British logistics services company, Worldnet Direct in April 2014 (63.5% of share capital, compared with 20% before). With €69.8 million in revenue in 2014, this company offers an international airbased home-delivery solution for BtoC parcels, specially designed to meet the specific needs of the e-commerce market. Worldnet Direct operates in the United Kingdom in Spain and the acquisition of one of the two SEUR franchises in Portugal in November 2014. GeoPost now owns 65% of the SEUR network; T h e E u ro p e a n m a r ke t i s u n d e rg o i n g a p h a s e o f consolidation: GeoPost will make acquisitions whenever they make sense, either in terms of geographic footprint or in terms of making useful additions to existing business activities. Registration document 2014 LE GROUPE LA POSTE 43 5 Overview of business activities GeoPost 5.2.4.2 Pursuing operational capital expenditure The efficiency and quality of GeoPost’s solutions guarantee the success of its customers. GeoPost makes substantial targeted capital expenditures, in order to drive growth, deliver a high-quality service and optimise its regional coverage. Over the past few years, these capital expenditures have led to the opening and extension of hubs in France and Europe, to the equipment of delivery staff with portable scanners, etc. GeoPost’s strategy is to pursue these investments in infrastructure, technology and personnel. For example: f in the United Kingdom, GeoPost announced in 2013 the construction of the largest European hub, which will be operational in 2015. This high-performance platform for processing parcels will increase the capacity of its network in order to meet customer needs. Moreover, in April 2014, DPD UK announced an ambitious development plan with 15 new warehouses, including three “super depots” (1) to meet the very strong growth of the subsidiary in the United Kingdom, driven in particular by the success of Predict offerings, which have made DPD UK a benchmark player in the region; f DPD also invests in Russia, where it is the leader in the Russian express delivery market, via the development of new branch offices and of its network; f in France, in 2014, Exapaq invested in a new hub in the Tours region, which will be operational in 2015; f in Germany, DPD invests more than €60 million (in Hamm and in Dinkelsbühl) to create parcel sorting and distribution centres to further strengthen quality of service and customer satisfaction. 5.2.4.3 Capture the strong growth in BtoC by developing a pan-European network of pick-up and drop-off points and alternative delivery solutions GeoPost aims at building the largest network in Europe with a unified and coherent structure so as to offer European shippers a consistent level of service and better serve e-retailers and end-customers. The goal is to continue developing the Pickup model. In 2014, the Pickup network of pick-up and drop-off points – trusted by major players in e-commerce – experienced sharp growth in France with +34% of parcel volume compared with 2013, and more than 200,000 parcels per day in the run up to Christmas. By the end of 2014, Pickup had more than 16,000 equipped pickup and drop-off points in 10 European countries, including Germany, Benelux, Portugal and Switzerland. 6,000 new openings are planned in 2015 in these countries as well as in Spain and the United Kingdom. The Pickup network was reinforced in 2014 with two new layouts: f the “Pickup Station” automated lockers, 100 units of which were installed in SNCF train stations located in the Greater Paris region. By late 2016, 1,000 lockers will be available throughout the country; f la navette Pickup, which is currently available in 4,100 pick-up and drop-off points, will be gradually rolled out to the 7,000 pick-up and drop-off points in the French network, then to adjacent countries. The hybrid evolution (toB and toC) of the GeoPost network will enable it to capture a share of the sharp growth in deliveries to private individuals, and to reinforce its position via new services and innovative solutions. (1) Warehouses with a very high capacity of 7,000 parcels/hour, equipped with state-of-the-art sorting equipment. 44 Registration document 2014 LE GROUPE LA POSTE Overview of business activities GeoPost 5 5.2.4.4 Developing GeoPost’s positions internationally 5.2.4.5 Driving product innovations and customer satisfaction GeoPost’s broader international strategy consists of replicating the European model in other major regions of the world while aiming to interconnect these regions with the European continent. Growing GeoPost’s presence in dynamic markets will occur by making selective acquisitions and partnerships: GeoPost is focusing on enhancing the customer experience and increasing its commercial impact through reliable and personalised services, a competitive approach and individualised customer relationship management. In this way, recent products, such as Predict or “La Navette Pickup” illustrate GeoPost’s best practices, which seek to simplify customers’ lives and offer them more flexibility and speed. f developing the network in Eastern Europe and Asia: GeoPost’s current road network stretches from France to Russia, passing through Belarus, Ukraine, Kazakhstan and Turkey. These countries are all interconnected and operated under the DPD brand (except for Turkey, where the network operates under the Yurtiçi Kargo brand). Connecting the Asian network to the European network by road, which is under way, is now a priority for GeoPost, particularly so that it can take advantage of the sharp growth of the toC market; f developing the network in South-East Asia, and more specifically in India (where GeoPost acquired 42.53% of the share capital of DTDC in 2013), in Africa, and especially in the Republic of South Africa (where it operates with DPD Laser), in the Far East (where GeoPost has partnerships with the Chinese and Japanese Postal Services); GeoPost’s success is based on a constant drive for higher quality. GeoPost offers its customers across the world products adapted to their needs and services that correlate to their expectations: reliability (certainty that the merchandise reaches the destination on time and safely), efficiency, at the best value for the money, simplicity (handling, access to services). To conclude, GeoPost, which specialises in the road delivery of express parcels, is building three competitive benefits compared to the competition: f the hybrid (BtoB and BtoC) nature of its worldwide networks; f the extent, consistency and continuity of its regional networks; f GeoPost is also relying on Tigers, Sodexi and Lenton to f the advanced industrialisation of its operations, and grow intercontinental flows between its different regional networks (Europe, Eurasia, South-East Asia, Africa) and will develop its freight forwarding business via its specialised subsidiary, Tigers. the incorporation of new technologies in operating processes. This strategy should enable GeoPost to grow faster than the market and thus play a role in the market’s consolidation. GeoPost’s economic performance is based on growing volumes and developing international flows (intraEuropean, inter-regional and inter-continental). Outside Europe, development is based on the same business model as the European model. Registration document 2014 LE GROUPE LA POSTE 45 5 Overview of business activities La Banque Postale 5.3 La Banque Postale 2014/2013 change 2014 2013 pro forma amount % Net Banking Income 5,673 5,574 +100 +1.8% External Net Banking Income 5,660 5,557 +104 +1.9% (€ million) Intercompany Net Banking Income OPERATING PROFIT 5.3.1 13 17 -4 -23.3% 842 726 +116 +16.0% Overview of La Banque Postale 5.3.1.1 History La Poste become legally autonomous LA BANQUE POSTALE LA BANQUE POSTALE ASSURANCES IARD LA BANQUE POSTALE COLLECTIVITÉS LOCALES (2013) Efiposte becomes La Banque Postale General insurance (government mandate) Loans to local authorities Acquisition of Sofiap 2009 2012 2014 31 Dec. 1991 2005 1817 2000 2007 2011 2013 Creation of the first postal service mandate, called “Reconnaissance” Creation of Efiposte (management of sight deposits collected by La Poste) EFIPOSTE Consumer loans (government mandate) Business loans (government mandate) Acquisition of BPE LA BANQUE POSTALE FINANCEMENT LA BANQUE POSTALE CRÉDIT ENTREPRISES Traditionally active in deposit taking and property lending, La Poste Financial Services underpinned Le Groupe La Poste’s development, the early phases marking the transition from the French Post Office and Telecommunications company into two independent operators: France Télécom and La Poste. Following its separation from the French government ancillary budget, La Poste became legally autonomous on 1 January 1991. It continued to offer deposit taking and property lending with prior savings via its Financial Services arm, albeit without enjoying the status of a credit institution, but in accordance with the Act of 1990 on La Poste’s role in the French economy. As a result, sight deposits (CCP — postal bank accounts) were pooled daily at the French Treasury. A similar arrangement also applied to regulated savings accounts (i.e. home ownership savings plan, Home Savings Accounts (CEL) and Livret A passbook savings accounts), the balances of which were pooled within the Savings Funds managed by Caisse des Dépôts. Property loans were ultimately granted, subject to there being prior savings, by Financial Services but were recognised on the 46 Registration document 2014 LE GROUPE LA POSTE balance sheet of the Home Savings section of the Savings Funds. La Poste later proposed retaining sight deposits and taking over the financial management itself. In February 2000, it requested approval from the Comité des établissements de crédit et entreprises d’investissement (Committee of Credit Institutions and Investment Companies — CECEI) to create an investment company whose purpose was to ensure the financial management of these resources. In 2005, Le Groupe La Poste proposed to create a subsidiary with banking status that had the ability to carry all of its customers’ deposits, and all the loans on its balance sheet, as part of the Government Planning Agreement. Act No. 2005-516 of 20 May 2005 regulating postal activities governed the establishment by Le Groupe La Poste of a subsidiary into which all the assets, rights and obligations relating to La Poste’s Financial Services were transferred, including those relating to deposit and savings accounts, and more generally, to any kind of agreements opened or entered into with La Poste in this context. On 30 November Overview of business activities La Banque Postale 2005, CECEI authorised Efiposte to take over the rights and obligations of La Poste’s Financial Services, in order to become La Banque Postale. On 21 December 2005, the European Commission recognised that the founding of La Banque Postale would not jeopardise competition in the banking sector. La Banque Postale was therefore founded on 31 December 2005 via the legal transformation of Efiposte. The law regulating postal business also gave La Poste a public service mission in the banking, financial and insurance sector by giving it an obligation to offer products and services to as many people as possible, notably the Livret A savings account. Under this law, La Banque Postale is required to open a Livret A account for anyone who requests it free of charge. It authorises payment transactions on Livret A passbook savings accounts relating to social security benefits, public employee pensions and withdrawals pertaining to duty and tax payments, water, gas and electricity receipts and social housing rent as part of its public service mission. Lastly, La Banque Postale is the only bank where withdrawals and deposits on Livret A passbook savings accounts are authorised starting at €1.50. Since its founding, and in accordance with its approval, La Banque Postale expanded its range to cover all forms of home loans. Previously, La Poste could only offer them to customers with prior savings, via Home Savings Plans (PEL) or Home Savings Accounts (CEL). Following the European Commission’s decision asking France to no longer restrict the distribution of Livret A passbook savings accounts to traditional operators, the French Economy Modernisation Act of 4 August 2008 opened up distribution of the Livret A passbook savings account to all banks as long as they entered into an agreement with the French government. At this time, La Banque Postale saw its banking accessibility mission with respect to the Livret A passbook savings account legally defined and recognised. In 2007, the French government granted La Banque Postale a licence to expand its product range to consumer credit and as from 2009, to property insurance. These moves were approved by the relevant authorities. In August 2010, La Banque Postale also obtained an authorisation from the Minister of the Economy, Industry and Employment to draft an offering of financing products and services for corporates. On 5 September 2011, this culminated in the authorisation by the French Prudential Oversight Authority to provide financing for corporates (SMEs, micro-businesses, non-profit organisations, social housing operators, etc.). La Banque Postale was authorised to finance the local public sector by the French Prudential Oversight Authority on 25 May 2012, and has been offering local authorities short-term loans since June 2012, and medium- and long- 5 terms loans at fixed or reviewable rates, and maturities of up to 15 years since November 2012. La Banque Postale therefore entered a new stage, and now offers all the products and services of a retail bank. Lastly, La Banque Postale strengthened its position in the social home ownership scheme for low income families, and in 2012 made several partnerships with players in social housing (the National Cooperative Housing Federation, Maison France Confort). These partnerships aim to secure the financing provided by implementing protective provisions for borrowers. 5.3.1.2 Overview of La Banque Postale La Banque Postale, a public limited company with an Executive Board and Supervisory Board, is the parent company of La Banque Postale group. As the successor to La Poste Financial Services, it inherited the Group’s values of trust, accessibility and proximity, giving it an original and unique positioning in the French market. This policy is reflected in a strategy based on moderate service tariffs, accessibility for all customers and simple products that focus on customers’ requirements. La Banque Postale’s business activities are focused on retail banking operations in France, and private individuals in particular. Its operations are structured around three business activities: f Retail Banking, its core business, which primarily focuses on retail customers, and was extended to included corporates in 2011, and local authorities in 2012; f Insurance (life, contingency, property and health); f Asset Management (asset management companies and discretionary management services). This organisational structure is specifically dependent on the 22 financial centres (18 in Metropolitan France and four overseas), including six national financial centres that have specific expertise, and a dedicated IT Department. It also relies on 42 subsidiaries and strategic equity investments, and on the distribution capacity of La Poste Network. At 31 December 2014, La Banque Postale had: f 10.8 million active customers; f 11.7 million deposit accounts; f 10,217 advisors and customer managers; f 699 real estate advisors, 824 wealth advisors and 84 wealth management advisors; f 7.8 million bank cards and 7,353 self-service kiosks and ATMs; f €213 billion in total balance sheet assets. Registration document 2014 LE GROUPE LA POSTE 47 5 Overview of business activities La Banque Postale 5.3.2 Structure 5.3.2.1 Capital structure The structure of La Banque Postale reflects La Poste’s Financial Services organisational structure and consists of, in particular: f La Banque Postale, parent company of the La Banque Postale group (formerly Efiposte) to which the Financial Services businesses were transferred. It is also the retail bank’s core business; La Banque Postale directly holds the most recent acquisitions or creations, such as BPE or Sofiap, for example; f SF2, a holding company for La Banque Postale’s subsidiaries and investments with the exception of a few entities directly held by La Banque Postale. Since SF2 already existed during the La Poste Financial Services era, it was transferred to La Banque Postale when it was established, at which time it already controlled a large majority of the Insurance and Asset Management subsidiaries. 5.3.2.2 Partnerships In order to expand the scope of its business activities and its areas of expertise, and to better respond to customer requirements, La Banque Postale instituted a very active partnership policy designed primarily to effectively share expertise and control costs while staying true to its core values. The La Banque Postale’s multi-partner strategy is based on the sharing of expertise, technology and systems, and on customer access. Through these partnerships, La Banque Postale was able to quickly move into new businesses on the back of the expertise of major market players, which enabled it to provide its customers with a broad and innovative offering. 5.3.2.2.1 Insurance partnerships This strategy was initiated by relying on the expertise of CNP Assurances in life insurance, with Financial Services distributing a range of life insurance contracts since 1989. Moreover, La Banque Postale holds 20.15% (1) of CNP Assurances. (1) 18.14% via Sopassure and 2.01% call option. 48 Registration document 2014 LE GROUPE LA POSTE In 1998, CNP Assurances and La Poste’s Financial Services decided to set up a company, which was renamed La Banque Postale Prévoyance in 2007, to provide a range of personal risk products covering the needs of La Banque Postale. In 2009, La Banque Postale entered into a partnership with Groupama in property insurance via La Banque Postale Assurances IARD, a subsidiary in which La Banque Postale has a 65% stake. In 2010, a partnership was entered into with La Mutuelle Générale in health insurance via the creation of the La Banque Postale Assurance Santé subsidiary, also 65% owned by La Banque Postale. As part of this collaboration, in September 2014, La Banque Postale signed new commercial agreements with La Mutuelle Générale, strengthening its strategic partnership. In anticipation of rolling out complementary health insurance to all employees, the two partners are currently working to offer group health insurance. On 2 February 2015, Malakoff Médéric, La Mutuelle Générale and La Banque Postale announced that their new group health insurance offering would be offered by La Banque Postale Assurance Santé, of which the Malakoff-Médéric group holds 49% and La Banque Postale 51%. Subject to approval by the relevant authorities, the definitive agreements should be concluded by the end of the first quarter of 2015. 5.3.2.2.2 Loan partnerships La Banque Postale Financement, 65%-held by La Banque Postale via SF2 and 35%-held by Franfinance (a subsidiary of Société Générale), is La Banque Postale’s subsidiary dedicated to consumer credit. Loans are distributed though the post offices, through remote communication channels and through a dedicated call platform. Created on 27 March 2013, La Banque Postale Collectivités Locales, 65%-held by La Banque Postale and 35%-held by Caisse des Dépôts, provides services relating to the marketing of loans to municipalities and hospitals by La Banque Postale. Eligible loans are then refinanced by CAFFIL (Caisse Française de Financement Local), a company in which La Banque Postale (5%) and Caisse des Dépôts (20%) are also shareholders. Overview of business activities La Banque Postale In May 2014, La Banque Postale became SNCF’s partner after acquiring an equity investment in Sofiap from Crédit Immobilier de France and SNCF. Now 66%-held by La Banque Postale and 34%-held by SNCF, Sofiap manages more than €1.6 billion in outstanding property loans with more than 24,000 customers, mainly employed by SNCF. It relies on a team of nearly 120 people spread out between its registered office and around 30 branches across France. Since November 2014, Sofiap has also offered governmentsponsored home loans to employees of Gaz de France. 5.3.2.2.3 Means of payment partnerships In 2008, La Banque Postale and Société Générale created Transactis, a joint venture designed to pool resources from the two partners in order to develop and operate computerised banking information systems. Transactis processes all the transactions of La Banque Postal and Société Générale with retailers as well as all of the flows between the two institutions (La Banque Postale and Société Générale). At the end of 2012, Le Crédit du Nord joined La Banque Postale and Société Générale within Transactis, thus demonstrating its ability to manage multiple brands. On 17 September 2013, BNP Paribas, La Banque Postale and Société Générale announced the launch of Paylib, a company offering a new simple and secure online payment solution. With Paylib, three banks meet customer needs for simplicity and security by proposing a new method of online payment from a computer, smartphone or touchscreen tablet that does not require them to enter their bank details. La Banque Postale holds 33.33% of this new company. Crédit Mutuel Arkéa joined the consortium in July 2014, followed by Crédit Agricole in November 2014. 5.3.2.2.4 Other partnerships In 2006, La Banque Postale and Natixis founded a subsidiary, Titres Cadeaux, a 50/50 joint venture, to market multi-retailer gift vouchers and cards to private individuals, professionals, companies and works councils. In 2007, La Banque Postale set up La Banque Postale Gestion Privée with Oddo & Cie, in which La Banque Postale holds a controlling interest, to develop a discretionary asset management service offering. In accordance with protocol, it was decided in 2012 not to extend the agreement between La Banque Postale and Oddo & Cie. On 27 June 2013, La Banque Postale thus became a 100% shareholder of La Banque Postale Gestion Privée. 5 In the area of asset management, two agreements should be finalised during 2015. Following their exclusive negotiations which began on 18 December 2014, on 18 February 2015, La Banque Postale, La Banque Postale Asset Management and Aegon Asset Management signed an asset management equity and industrial partnership agreement. The goal of this agreement is to develop and expand La Banque Postale Asset Management’s (LBPAM) expertise to enable it to develop and reinforce its expertise in the French market and give it access to an international distribution network. The transaction involves Aegon Asset Management holding a 25% equity investment in the share capital of LBPAM. This transaction should be completed before the end of the second quarter of 2015, subject to approval by the relevant authorities. At the same time, in February 2015, La Banque Postale and Malakoff Médéric announced the project to merge their subsidiaries LBPAM and Fédéris Gestion d’Actifs in order to develop an asset management centre to better serve their customers with an expanded product range, notably SRI. This transaction would result in Malakoff Médéric acquiring a 5% equity investment in LBPAM’s share capital. 5.3.2.3 Relationship between La Banque Postale and Le Groupe La Poste Wholly-owned by La Poste, La Banque Postale is both a customer (in particular of the Services-Mail-Parcels and Network business units) and the Group’s supplier, acting as its primary bank. La Poste acts as a service provider by assigning to La Banque Postale employees who work “in the name and on behalf of” La Banque Postale. The relationship between La Banque Postale and La Poste is governed by service agreements provided for by the Act of 20 May 2005. These agreements cover various services, such as commercial relations via a framework agreement, a Commercial Charter, provisions relating to inspections and oversight, combating money laundering and the financing of terrorism, and agreements governing the use of staff and various other service agreements. The La Poste staff assigned to La Banque Postale implement the bank’s policies in its name and on its behalf. In accordance with specific rules, it was given the necessary powers by the bank to carry on banking activities, primarily performing back-office and middle-office operations, IT support and the financial products sales force. Registration document 2014 LE GROUPE LA POSTE 49 5 Overview of business activities La Banque Postale Counter services are carried out by the La Poste Network of post offices and are governed by agreements specifying the types of transactions to be carried out, the relevant unit price based on the economic system, the prescribed procedure and quantitative and qualitative service criteria. 5.3.3 La Banque Postale business activities La Banque Postale business activities are split into three divisions: Retail Banking (including the customer segments comprising private individuals, companies and local authorities), Insurance and Asset Management. 5.3.3.1 Retail Banking Retail Banking includes the activities of La Banque Postale and the retail banking subsidiaries, like La Banque Postale Financement, La Banque Postale Crédits Entreprises or BPE. It markets products to retail customers in the area of deposits, savings and loans (housing and consumer), means of payment, insurance products, as well as specific products and services for high net-worth customers. It also includes the lending and deposit businesses for companies, professionals, not-for-profit organisations, and the local public sector. Retail banking also includes real estate investment partnerships (SCIs) that own the facilities used by the financial centres in Metropolitan France and overseas, as well as SF2, which owns La Banque Postale’s equity investments and receives dividends from non-consolidated investments. 5.3.3.1.1 A unique model in the French landscape La Banque Postale operates an original business model in the French banking market. With close to 10.8 million active customers and 423,000 legal entity customers (companies and non-profit organisations) at the end of 2014, the development of La Banque Postale depends on building and maintaining a long-term customer relationship offering innovative solutions. It constitutes a bank model that is close to its customers, transparent, attentive to their needs, with a human dimension. In October 2014, the quarterly barometer, Posternak/IFOP, which evaluates the image of the global brand of banks with consumers, ranked La Banque Postale third, underlining the strength (1) The Voice of Customers benchmark – 2014 cycle. 50 Therefore, in addition to the 3,765 employees that La Banque Postale directly employs and which are spread out across the entire country, 13,738 employees are from the financial centres and placed under the responsibility of the Chairman of La Banque Postale’s Management Board as Executive Vice-President of La Poste in charge of financial services. Registration document 2014 LE GROUPE LA POSTE of La Banque Postale’s position in the French population’s daily lives and as a provider of financing to the real economy. La Banque Postale has maintained its leading position in prices and geographic proximity as well as the top spot for its actions to support sustainable development. In December 2014, La Banque Postale won first place in the “French people, insurance and banking” survey conducted by Argus de l’assurance and Opinion Way. The study measured the reputation, brand image and appeal of insurers and banks. This development model is centred on understanding customers’ requirements, on the advice offered to them, and on supporting all customers, including customers of modest means and marginalised customers. In 2014, more than half of the bank’s customers would recommend La Banque Postale to friends and family (1). In 2014, La Banque Postale launched the Cap Client 3.0 programme, which aims to totally rebuild its distribution tool. The new tool will enable more customer interaction, simplify advisors’ tasks and strengthen business efficiency. The Cap Client 3.0 programme is fully in line with the Group’s digital transformation and its 2020 development plan. A resolutely multichannel model (€ million) 538 ATM transactions 810 Remote bank contacts 6.1 Advisor appointments 162 Transactions at the counter 540 Visits to the commercial website Overview of business activities La Banque Postale La Banque Postale is building a close relationship with its customers, particularly by means of an innovative multichannel relationship that enables each customer to decide how they will interact with La Banque Postale. La Banque Postale therefore offers customers the option to choose the method in which they would like to stay in contact with the bank, wherever they are and whatever their needs may be: Internet, phone, mail, post office and/or via mobile Internet. This close relationship with customers is built on and relies on the relationship with the post office, managed by 10,217 advisors and customer managers to serve customers. It is served by post offices transformed into modern and welcoming customer-oriented service areas. These new areas were rolled out to 1,799 sites as at the end of 2014. La Banque Postale also relies on a network of over 7,353 ATMs spread across the country, which handled over 538 million transactions in 2014. In 2014, La Banque Postale and La Poste Network implemented a single commercial management structure, which makes decision-making faster and closer to the field to improve customer relations and develop banking activities. In order to support employees, banking training is provided by the School of Banking and the Network (École de la Banque et du Réseau) which was created in 2014. 5 La Banque Postale customers also have the possibility to have a complete long-distance banking relationship thanks to the new mode of communication La Banque Postale chez soi. This new long-distance communication channel (2) allows the user to access all of La Banque Postale’s products and services at the same rate as their other communication channels, but also manage money completely anonymously and benefit from real support by a team of dedicated advisors. An ever-changing model for increasingly connected customers With Paylib’s creation in September 2013, La Banque Postale offers its customers the possibility to make payments online from their computer, tablet or smartphone with all participating merchants who have the payment Paylib icon on their payment page. Since 2014, La Banque Postale’s Contactless Mobile Payment option is offered to customers who have a Postal c hecking Account and who have an NFC mobile device compatible with the service, obtained from one of the partner operators. The service is presented as a payment application which enables the user to pay for local purchases in all points of sale that accept contactless payments. The financial centres also play an important role in this multichannel relationship: 7,351 employees in the financial centres are dedicated to processing transactions and customer relations, and they receive and handle nearly 16 million calls each year. Since 2009, the national customer relations centre has been tasked with responding to existing and potential customers with queries regarding La Banque Postale and its products. A unique telephone number, “3639” (1) was set up. The three specialised platforms of the subsidiaries La Banque Postale Financement, La Banque Postale IARD and La Banque Postale Assurance Santé also play a major role in this remote customer relationship. In July 2014, La Banque Postale developed a twitter application called “Le Service après Vine” with the We Are Social agency, which enables users to attach small videos of no more than six seconds long to tweets to illustrate responses to customers’ most frequently asked questions. A true success, this online service was seen more than 170,000 times in six months. The website www.labanquepostale.fr provides customers with an interactive relationship. With 45 million visits per month on average in 2014, www.labanquepostale.fr is a major channel for information, for data collection and for contact with the bank. A new version of the site was released online in June 2014, simplifying access to products and services and improving its readability for private individuals and for potential customers, in particular. Customer relations are a key driver in the development of La Banque Postale, which places the customer’s interests at the centre of all its business activities, from product design to advice given to customers. In 2014, in the retail market, La Banque Postale continued the deployment of customer-focused commercial initiatives, including for example, promotional days proposing several special offers for: bank cards, consumer credit, property and casualty insurance, contingency and health. Today, 46% of contacts between customers and their bank are made thanks to digital technologies. The tablet application, which has been available to La Banque Postale customers since autumn 2014 to access their bank online, illustrates this surge towards digital services. 5.3.3.1.2 Markets Private individual customers Accessibility and innovation are two major focus areas for La Banque Postale, enabling it to be an inclusive bank and to offer a basic range of products and services as well as to meet the personalised needs of customers. La Banque (1) €0.15 including tax per minute + potential surcharge depending on the operator. (2) La Banque Postale chez soi (La Banque Postale at home) has been tested since 2010 and was rolled out nationally in 2012. Registration document 2014 LE GROUPE LA POSTE 51 5 Overview of business activities La Banque Postale Postale offers a range of services adapted to the needs of both younger and older customers, from high net-worth to vulnerable customers and also to families. This process was completed by the end of 2014 with 676 automated cheque deposit machines, as well as more than 3,844 scanners installed in post offices. La Banque Postale also proposes solutions for younger customers to facilitate the daily banking operations of their money, specialised account options, recommendations for building up savings as well as a special savings product, Livret Jeune (Swing). La Banque Postale also provides solutions for young people to finance their studies with a special student loan offering, as well as through a personal apprenticeship loan allowing them to finance all or part of their professional training. In addition, since 2013, La Banque Postale has offered health insurance for young people during stays outside France. In 2014, 1.2 million young people opened their primary bank accounts with La Banque Postale. In addition, La Banque Postale is authorised to issue Chèques Emploi-Service Universel (CESU), a system that enables private individuals to pay salaries and social security charges with respect to people they employ at home. It also has a 16.66% interest in the economic interest grouping GIE CESU, an entity created with five other partners for the purposes of processing and cashing CESUs. La Banque Postale provides private individuals with the complete range of solutions and products of a full-service retail bank. Overnight accounts La Banque Postale offers an à la carte account formula (formule de compte) that allows products and services to be tailored to the needs and financial situation of each customer. With close to 880,000 gross account openings in 2014, the portfolio reached more than 6.4 million accounts. In an environment marked by uncertain economic conditions and low returns for savings products, demand deposits reached €50.4 billion, or a 15% underlying market share for households (source: Banque de France), the increase in the ceiling for Livret A passbook savings accounts and LDD Sustainable Development savings accounts (Livret de Développement Durable), encouraging fund transfers to these two types of vehicles. Cards and cheques The bank card portfolio reached €7.86 million in late 2014. The number of cards increased 3.3%, 43% of which for high value-added cards (Visa Premier). Payment flows per card at retail shops and businesses increased, rising more than 9% in 2014. Market share for La Banque Postale bank cards for all CB bank cards grew to reach 12.79% (1) (versus 12.43% at the end of September 2013). To improve service quality and reduce the time it takes to process cheques deposited by customers, in 2011, La Banque Postale launched a programme to equip post offices with automated cheque deposit machines or cheque scanners for prompt crediting to customer accounts. The roll-out of these machines began in February 2011. Savings products Balance sheet savings products In 2014, balance sheet savings products suffered from unattractive interest rates (Livret A passbook savings account at 1%). Outstandings from Livret A passbook savings accounts and Sustainable Development savings accounts (LDD) are down slightly after two years of strong growth following the increased ceiling for these products. According to the latest OPERBAC study (2), 26.7% of Livret A passbook savings account holders are at La Banque Postale. With centralised Livret A passbook savings accounts, Sustainable Development savings accounts and LEP savings accounts balances of €78 billion, La Banque Postale accounts for around 19.2% of the market share in these three products (source: Banque de France). The homes savings product range includes the Home Savings Plans (PEL) and Home Savings Accounts (CEL). Outstandings for these two products are slightly up in 2014, at €28.2 billion, due to very attractive Home Savings Plans (PEL) rates. In 2014, La Banque Postale developed a new solidarity product with the launch of “solidarity interest services”, where investors can transfer all or part of the interests acquired in a tax-exempt savings account (Livret A passbook savings account, LDD, LEP savings account) to a partner association that is a member of the Initiative (3). Financial savings products In the financial savings area, the UCITS outstandings came to €12.9 billion, down €1.8 billion, penalised by shortterm interest rates and lukewarm performances from the markets. La Banque Postale offered equity, money-market, and bond funds on a regular basis over the year, as well as guaranteed products protected at maturity (in life insurance and as Share Savings Schemes), which enable customers to take advantage of a potential rise in the markets within a controlled risk framework. The Bank’s discretionary management business also continued its strong growth. (1) Data as at 31 September 2014. (2) Permanent observatory of the bank, insurance and loans, 2014. (3) Associations that are members of the Initiative are as follows: Adie, L’Armée du salut, ATD Quart Monde, La Banque Postale, Crésus, the French Red Cross, Emmaüs France, Habitat et Humanisme, les Restos du Coeur, Secours catholique, le Secours populaire and UNCCAS. 52 Registration document 2014 LE GROUPE LA POSTE Overview of business activities La Banque Postale 5 La Banque Postale’s life insurance outstandings benefited from positive momentum in the markets and from a solid performance in discretionary management, with the launch of new products. Market share in terms of assets at 8.2% improved slightly to reach total assets of €123 billion as at the end of 2014. This offering was built in the spirit of Act No. 2010-737 of 1 July 2010, known as the “Lagarde Act”, on consumer credit and banking reform, and is based on the values of the bank, in particular regarding customer transparency and the attention given to potential debt problems. In May 2014, La Banque Postale marketed its Stock savings plans for SMEs offering via its subsidiary Tocqueville Finance, whose aim is to help small, medium- and intermediate businesses obtain financing. f responsible practices for providing customers with loans Home loans f support options (budget reviews) throughout the life of 2014 was marked by an increase in outstanding home loans (+7.2% to €53.4 billion) despite poor economic conditions (decrease in transactions, decline in the number of real estate loans granted, speculative bubble in certain regions). La Banque Postale’s market share for home loans grew 0.6 points compared with 2013 at 5.8% (1). The expertise and professionalism of the property advisors specialised in real estate have resulted over the year in a funding agreement of more than 60,000 projects, including more than 46,000 purchases of old and new properties. La Banque Postale’s National Centre for real estate Relations (CNMRCI — Centre national de mise en relation du crédit immobilier), comprises approximately 40 account managers responding to information requests from customers and prospects. The centre proposes, via advisors specialised in real estate, remote credit applications for customers and prospective customers who so desire. La Banque Postale also supports its customers in their first home purchase with financing solutions adapted and eligible for subsidised loans (Home Ownership savings plans, Zero Interest Plus Loans, etc.). For young customers, which La Banque Postale has prioritised in its business development, the “Pactys Avenir” offer provides a home loan with a special rate designed for young people under 36 to help with the purchase of a primary residence, without an initial deposit. Consumer credit (La Banque Postale Financement) La Banque Postale Financement (LBPF), specialised in consumer credit, is a 65%-owned subsidiary of La Banque Postale in partnership with Société Générale. It obtained approval from the CECEI in April 2009. As such, La Banque Postale enhanced its range by launching its first range of LBPF products starting in April 2010. For one year, La Banque Postale offered a revolving credit facility as a national test, and it was implemented definitively after the Hamon law vote in March 2014. It offers, in particular: that reflect their needs; f educational practices with clear and transparent documentation; the loan; f socially responsible practices through a Support unit within the customer relations centre itself and partnerships with the Crésus association for financially vulnerable customers. At the end of 2014, La Banque Postale Financement had more than 488 employees operating from two locations in the Paris region. Outstanding consumer credit reached €4 billion at the end of 2014. Online broking La Banque Postale has a consolidated wholly-owned subsidiary, EasyBourse, providing online broking services for customers who want to manage their investment portfolio transactions on their own. This subsidiary provides easy access to foreign stock markets, a wide range of financial instruments and products, deferred settlement services and information via articles, special reports and interviews with experts. Customers can monitor the Stock Exchange, manage their accounts (positions, unrealised gains and losses, committed and available cash, order book) and place orders from a mobile phone or tablet. Microcredit La Banque Postale is a pioneer in the social microcredit sector in France. In May 2007, the Social Cohesion Fund approved the Bank’s application to be covered by the fund’s guarantee. In this respect, La Banque Postale entered into over 95 micro-loan agreements with regional associations. It also participates in Espoir Banlieues, a specialised support plan for young unemployed people in marginalised areas, and has teamed up with Union nationale des centres communaux d’action sociale. In 2012, La Banque Postale entered the professional micro-loan market next to Adie, an association known for public utility and a major player in the micro-loan market in France. (1) Market share taking into account €1.5 billion in outstanding home loans from Sofiap as at 31 December 2014. Registration document 2014 LE GROUPE LA POSTE 53 5 Overview of business activities La Banque Postale Gift vouchers With respect to gift vouchers, La Banque Postale holds 50% of SAS Titres Cadeaux, a non-consolidated 50/50 joint venture held with Natixis. The purpose of this venture is to create, promote, issue, distribute, process and refund all gift vouchers and other special forms of payment that are not within the scope of the banking monopoly and which can be used to purchase specific goods or services from a list of stores or other companies. In June 2011, the Company began marketing its multi-brand gift card, CA DO CARTE, whose sales network was expanded in 2012. In 2014, Titres Cadeaux won the prize for “Best Corporate Gift Card Programme”. Other business activities The fund transfer business is another field in which it is active, comprising two separate business activities: firstly, the money order business, inherited from La Poste and enabling international transfers within the Universal Postal Union, and secondly, the Western Union transfers also offered in post offices. In October 2013, Western Union and La Banque Postale announced the renewal of their longterm partnership that gives customers access to Western Union’s money transferring services in France. La Banque Postale has also set up innovative partnerships aimed at enhancing its offering for young customers (aged between 18 and 29, or 1.2 million customers) through innovative partnerships, and by supporting KissKiss BankBank, a project fund-raising website. In 2014, La Banque Postale also partnered up with “Hellomerci”, a crowdfunding platform which supports French people in their entrepreneurial projects. Lastly, outside France, La Banque Postale Consultants, a wholly-owned subsidiary, provides consulting services for setting up a new post office banking offer. Financially vulnerable customers In addition to its mission of facilitating access to banking services, La Banque Postale exercises a key role in combating banking exclusion through day-to-day initiatives promoting access to a large number of quality banking services and supporting financially vulnerable customers, notably to prevent excessive debt and to develop an unprecedented and comprehensive approach to banking inclusion. Since 2007, La Banque Postale has offered personal microcredit in partnership with local non-profit organisations responsible for detecting and supporting projects concerning people experiencing banking exclusion because of their weak solvency (examples of partner associations: 54 Registration document 2014 LE GROUPE LA POSTE Secours Catholique, UDAF, French Red Cross, Les Restaurants du Cœur, etc.). In 2014, the number of microloans granted rose 40% in relation to 2013. Since February 2014, via the telephone platform of its specialised subsidiary La Banque Postale Financement, the personal micro-credit system called “accompagné” has been offered to the B ank’s customers who cannot obtain consumer credit due to their weak solvency: they are directed either to the Crédit Municipal de Paris platform, a partner of La Banque Postale (for customers in the Greater Paris region), or to the website www.france-microcredit.org (for all other customers) in order to identify the closest partner to their residence to finance a micro-loan. Since June 2012, La Banque Postale also offers a professional micro-loan product, in partnership with Adie. The objective is to promote the creation of businesses by persons excluded from the labour market who do not have access to banking credit. Since the implementation of this partnership, more than 600 micro-entrepreneurs have been supported and more than a hundred have been able to complete their project thanks to financing by Adie. The latest major innovation in providing support to financially vulnerable customers: in November 2013, La Banque Postale created a platform called “L’Appui”, providing banking advice and guidance accessible upon the customer’s request through a unique abbreviated phone number without a surcharge. The purpose of this new service, comprising around thirty employees, is two-fold: on the one hand, assist customers of La Banque Postale experiencing exceptional or recurrent financial difficulties and, on the other hand, contribute to preventing situations of financial vulnerability. As at the end of 2014, nearly 4,000 customers were able to be supported. On 25 June 2014, “L’Appui”, by La Banque Postale, was selected as one of the “15 solidarity commitment initiatives that will transform France”. These initiatives are supported by the President of France as part of the “France commits” programme. In November 2014, La Banque Postale was recognised by the website choisir-ma-banque.com by obtaining the Special “Everyone’s bank” prize for 2015, notably due to “L’Appui”. La Banque Postale, a partner of CRESUS since 2010 under its specialised subsidiary’s business activity in consumer credit, strengthened its ties with this association known for public utility and as a specialist in supporting customers with excessive debt. Now, La Banque Postale’s active customers who are experiencing financial difficulties associated with over-indebtedness and who cannot efficiently be supported by the “L’Appui” platform are directed to CRESUS, which provides them with intermediation support with various creditors in order Overview of business activities La Banque Postale to coordinate long-term arrangements and appropriate support for their financial recovery. La Banque Postale’s commitment also comes from support from several banking education projects, carried out in particular by La Banque Postale or Le Groupe La Poste employees under a volunteer skills programme to promote banking inclusion. La Banque Postale also supports the Institute for public financial education (IEFP), an association approved by the Ministry of National Education, whose goal is to help citizens acquire basic financial knowledge and continue the work it is leading in the think and action tank “The Initiative against banking exclusion”, created to unite the players involved with the social and associative world who want to develop new initiatives against banking and financial exclusion. As an open initiative, members of this think tank currently include Adie, Armée du Salut, ATD Quart-Monde, CRESUS, the French Red Cross, La Banque Postale, Emmaüs France, Habitat et Humanisme, Les Restos du Cœur, the Secours catholique, the Secours populaire and UNCCASS. Lastly, La Banque Postale sits, alongside representatives from the public authorities, consumer associations, family associations, exclusion prevention associations and other representatives from credit institutions, on the Banking Inclusion Observatory (OIB), chaired by Christian Noyer (1). Defined under the banking law of 26 July 2013, the creation of this observatory constitutes one of the flagship measures of the multiyear plan to prevent poverty and to promote social inclusion adopted in January 2013. Its purpose is to monitor credit institutions’ practices in the area of banking inclusion, in particular with regards to financially vulnerable populations. High net-worth customers La Banque Postale currently has more than 600,000 high net-worth customers to whom it offers a range of products and services: f investment solutions, notably discretionary management service offered by La Banque Postale Gestion Privée and inheritance funds offered by La Banque Postale Asset Management, Tocqueville Finance and La Banque Postale Structured Asset Management; f high-end life insurance (Cachemire, a multi-support and multi-manager contract, Excelis, a contract with arbitration delegation, and Toscane Vie); f premium means of payment (Visa Platinum Visa Infinite cards); f tax optimisation solutions (Sofica, capital expenditure managed by XAnge Private Equity, real estate investment with La Banque Postale Immobilier Conseil, and Ciloger); 5 f personal-risk products: in the event of death, through Sérénia; disability – particularly following a personal accident – with Prévialys Accidents de la Vie; long-term care with Protectys Autonomie. To serve its high net-worth customers, La Banque Postale employs a dedicated team of 824 specialist asset management advisors across France, plus a team of 84 wealth management advisors for customers with the most assets. T h e s p e c i a l i s e d a ss e t m a n a g e m e n t a n d we a l t h management advisors are able to offer the full range of La Banque Postale products. For real estate projects, these advisors work with the Group’s advisors who have specific expertise in this area. The wealth advisors have also been able to rely on BPE, La Banque Postale’s new subsidiary acquired from Crédit Mutuel Arkéa, since 2 April 2013. BPE has a robust asset management platform and a range of financial products and services combining loan and savings management offerings. With this acquisition, La Banque Postale reinforced its service offering to its high net-worth customers by proposing a comprehensive range of products and services adapted to their needs, from the simplest to the most complex. Furthermore, BPE has more than 60,000 high net-worth customers. BPE is supported by a national network of 33 branch offices established in major French cities, including 11 in the Greater Paris region, as well as one regional office and three wealth management offices in Paris, Aix-en-Provence and Lyon. Covering the entire country, these branches and offices form a cross-section of expertise hubs or local service platforms at the service of La Banque Postale and its customers. Finally, the wholly-owned subsidiary, La Banque Postale Immobilier Conseil, has a real estate management offer to complete the range of products and services to La Banque Postale’s high net-worth customers. Corporate customers Companies, non-profit associations, mutual companies, hospitals, social housing organisations, local authorities, etc., are all customers of La Banque Postale. La Banque Postale had 423,000 legal entity customers at the end of 2014, from large corporations to micro-businesses and the self-employed, and from small associations to big housing associations who now benefit from an enlarged offering: accounts, means of payment, investments, advice, financing, insurance. (1) The composition of the Observatory was published in an Order of the Minister of Finance and Public Accounts dated 1 August 2014, in the Official Journal. Registration document 2014 LE GROUPE LA POSTE 55 5 Overview of business activities La Banque Postale Rolled out in mainland France, La Banque Postale has established “Espaces Entreprises” (Business Areas), which are fundamentally business centres designed to support customers with professional advice. In addition to these business areas, distributing financing offers to legal entities can also be carried out through a multichannel agency in charge of guiding professionals and micro-businesses and beginning loan file inquiries. Corporate customers can also contact advisors in post offices to be put in contact with the Multichannel Agency. Outstanding loans to associations and legal entities (€2.9 billion) were up 64% compared to 2013. Marketing the first financing offers to legal entity customers (equipment leasing) began at the end of 2011, and for social economy customers (advances on subsidies, authorised overdrafts) at the beginning of 2012. On 14 October 2014, Le Groupe La Poste and players in the Social and Solidarity Economy (ESS) met during the launch of the Alliance Dynamique. Bringing together more than 30 partners, this alliance grew out of the desire to encourage regional development and services provided to populations. La Banque Postale intends to play a leading role in this Alliance Dynamique by developing an offer adapted to the needs of ESS players. La Banque Postale has been offering financial leases and lease purchase ranges to all its legal entity customers since 2012. The finance leasing offering has been available since July 2012, and the factoring offer since 2013. La Banque Postale also proposes support to customers in the following three service areas: f fund flow management: La Banque Postale positions itself as a specialist in handling substantial fund flows either with respect to inflows (i.e. bank transfers, direct debits or international money orders) or cash payments (i.e. bank transfers and cheque payments); f cash management: the range of collective investments (UCITS) offered by La Banque Postale is being expanded, covering short term investment needs. The range is designed to respond to customer demand and makes it possible to address the specific needs of selected customers, namely housing associations. Lastly, La Banque Postale also offers tailored solutions to its large corporate customers, in particular via term deposits and issues of negotiable certificates of deposit; f means of payment: the Visa Business card, reserved for professionals, associations and corporations, allows for easier spending management and better separation of personal professional expenses. In terms of investments, La Banque Postale is also providing customers with an optional treasury management system; f employee savings financial engineering solutions: this activity is focused on putting in place employee savings plans using specific products for each customer segment. La Banque Postale now covers the full range of financial engineering products for employees (luncheon vouchers, CESUs [special employer cheque books], etc.). 56 Registration document 2014 LE GROUPE LA POSTE Thanks to its regional network, La Banque Postale is reinforcing its expertise for players in the real and solidarity economy, in order to support their projects and guide them in managing the banking for their business. To do this, the Department of Businesses and Regional Development is working to implement concrete regional development actions with a business structure which allows it to be closer to customers. Association customers Furthermore, La Banque Postale is one of the leaders in the non-profit market, with 299,000 small nonprofit organisations as customers, including nearly 10,000 manager associations, representing one third of the market. La Banque Postale made available a community site dedicated to non-profit organisations, www.assoandco.fr, which takes a census of all the necessary information an association needs on a daily basis and is designed to be an exchange site and service platform intended for everyone. Since the end of 2013, La Banque Postale has proposed to its management association customers the possibility to apply for real estate loans. This type of financing allows management associations to acquire new premises, renovate old premises and carry out their building projects. La Banque Postale completed its offering for associations and professionals by also launching dedicated insurance products: f online property and casualty insurance for associations, providing a range of basic coverage solutions and optional coverage solutions adapted to the profile of the association taking out the policy; f online property and casualty insurance dedicated to office work operations and convenience stores. In 2014, La Banque Postale will pursue this major development priority, focusing notably on the social welfare and healthcare sector. Overview of business activities La Banque Postale Local authority customers La Banque Postale has been authorised to grant loans to the local public sector since 25 May 2012. Within this context, it has developed a new local financing model by setting up La Banque Postale Collectivités Locales on 27 March 2013, in which La Banque Postale and Caisse des Dépôts have respective interests of 65% and 35%. This new subsidiary provides simple and understandable liquidity-backed products for customers, granted as part of a transparent rate policy and a responsible approach to advice and risk. 5 equipment lease to a professional customer was signed in a post office. 5.3.3.2 Insurance The Insurance business segment includes nearly 560 employees who work in product development and customer relations. La Banque Postale offers both personal insurance (life and retirement insurance, contingency and health) and asset and liability insurance (means of payment, home, auto, legal protection). It is intended for private individuals, professional customers and organisations. In order to respond to local authorities’ short-term financing needs, La Banque Postale offers a treasury line of credit usable by drawdowns (for a maximum of 364 days). 5.3.3.2.1 Life insurance (CNP Assurances) La Banque Postale has also proposed a medium/long term credit offering since November 2012, enabling municipalities to manage their investment projects thanks to fixed or floating rate loans over terms of up to 15 years. La Banque Postale is a shareholder (20.15% (1)) and markets life insurance and capitalisation products on behalf of CNP Assurances Group. In 2014, it accounted for 31.5% of the CNP Assurances group’s revenue. These CNP products constitute the majority of La Banque Postale’s life insurance offerings. In addition, La Banque Postale enables Local Authorities to invest their surplus cash through a complete range of collective investment vehicles including those adapted to their specific regulatory constraints. In November 2014, La Banque Postale and the European Investment Bank (EIB) announced that they were committing €300 million to support three big national programmes launched by the government: the Hôpital Avenir plan, the High Speed Network programme and the Collèges et Emplois des Jeunes programme. This is the first partnership between La Banque Postale and the EIB in France, which will support investment in local authorities and healthcare institutions. La Banque Postale offers segmented life insurance and retirement solutions to better meet customers’ needs. f retail customers: Vivaccio, Solésio Vie and PERP Horizon are offers available to the general public through adapted and scalable solutions; f high net-worth customers: Cachemire, Cachemire Patrimoine, Satinium, Toscane V ie, Solésio PERP Évolution, flexible and customisable contracts designed specifically for the high-end market. Multi-platform and multi-manager, the Cachemire and Satinium ranges also offer discretionary management services. Outstanding local authority loan balances amounted to €3.6 billion at the end of 2014. 5.3.3.2.2 Contingency insurance (La Banque Postale Prévoyance) The professional customer market La Banque Postale Prévoyance, set up in 1998 (under the name Assurposte) is a subsidiary of La Banque Postale and CNP Assurances. Its primary business activity is developing individual and group contingency products adapted to La Banque Postale’s customers’ needs. Self-employed workers, retailers, artistans, freelancers: more than three million professional customers already visit post offices for their mail and parcel activity. As part of the Group’s “La Poste 2020: Conquering the Future” strategic plan, La Banque Postale is planning to grow its customer base. By 2020, La Banque Postale’s goal is to implement a new dedicated banking area with 1,000 professional customer managers in post offices. In early December 2014, the first La Banque Postale Prévoyance has developed a comprehensive range of individual personal-risk products providing all the coverage needed to face the vagaries of life (death, long-term care, funeral, accident coverage, etc.) and offers a wide range of services above and beyond financial services. (1) 18.4% via Sopassure and 2.01% call option. Registration document 2014 LE GROUPE LA POSTE 57 5 Overview of business activities La Banque Postale The quality of its contingency insurance range was once again recognised by the profession in 2014. In fact, the entire range was distinguished by Les Dossiers de l’Épargne: Prévialys Accidents de la Vie received an Excellence Award (the policy has received an award every year since 2004). The commercial success of the range was confirmed in 2014, including Avisys Protection Famille (a policy that has received an award every year since 2004), Protectys Autonomie (a policy that has received an award every year since 2005), Résolys Obsèques Prestations (a policy that has received an award every year since 2004), and Sérénia (a policy that received an award once again this year). With more than 360,000 new cases and 2.7 million policies in its portfolio at the end of 2014, La Banque Postale Prévoyance ranks as the second largest operator in the French market. Its growth has also been driven by borrower-insurance policies, which are subscribed at the time of a financing transaction with La Banque Postale. 5.3.3.2.3 Health care (La Banque Postale Assurance Santé) In 2010, to develop the health insurance activity and capitalise on its growth potential, La Banque Postale created a company in partnership with La Mutuelle Générale, La Banque Postale Assurance Santé, in which it holds a 65% interest. La Banque Postale Assurance Santé has therefore been providing a complementary health insurance offering that is in line with its values and strategic choices since December 2011. Customers now have access to the bank offering both through face-to-face and online channels, including through the 420 financial centre development officers, and since mid-2013, at all post offices, due to the important training plan for 17,000 post office and financial centre advisors. The successful roll-out of health insurance products in La Banque Postale’s network is a true success, resulting in a sale of more than 60,000 products in 2014. The standard offer is made up of three targeted formulas, each comprising four levels of guarantees that each customer can subscribe to according to his/her needs: f “Formule Solo” for people insuring themselves only, up to 55 years of age; f “Formule Familles” for couples or families with children; f “Formule Senior” for people over 55. 58 Registration document 2014 LE GROUPE LA POSTE 5.3.3.2.4 Property and liability insurance La Banque Postale proposes a range of property and casualty insurance to private individuals through its subsidiary La Banque Postale Assurances IARD (65%-held by La Banque Postale and 35%-held by Groupama). The focal point of the range is centred around auto insurance, multirisk household and legal protection insurance sold through all distribution channels. An omnichannel system (telephone, Internet and post office) enables customers to choose their mode of communication and to anticipate changes in uses. To meet the wide range of customer expectations, and particularly those of young people and families, La Banque Postale Assurances IARD has expanded its offering by launching “pocket” products. An extended warranty, which covers the major types of household appliances, audiovisual devices and computer equipment in the event of fault or failure, is also offered as multirisk home insurance. Insurance for portable devices (mobile phone, tablets, etc.) protects most portable devices for household members in the event of accidental damage while travelling. These two policies cover all household members. In a very competitive and slow growing market, at midyear, La Banque Postale Assurances IARD crossed the one million policy threshold and holds a portfolio of more than 1,100,000 policies as at 31 December 2014, less than four years after launch. Several awards continued to be handed out to La Banque Postale Assurances IARD in 2014 for its Digishoot and Passeport Secours services (Argus d’Or 2014 award for Marketing Excellence 2014), illustrating its strong growth in the market and the effectiveness of researching services rolled out to continually provide better service to its customers. Furthermore, La Banque Postale Conseil en Assurances, a wholly-owned subsidiary of La Banque Postale, designs and proposes “turnkey” insurance, assistance and service offerings for the different divisions and subsidiaries of La Banque Postale and, more generally, Le Groupe La Poste as a whole. These offerings primarily relate to current accounts (Alliatys means of payment insurance subscribed by 6.7 million customers), insurance for bank cards (7.85 million), mobile telephone devices, savings products, credit products of all kinds for retail customers as well as for professional customers, associations, companies and social housing operators. Overview of business activities La Banque Postale 5 5.3.3.3 Asset Management LBPAM also manages a range of savings products that covers the main asset classes, including: The Asset Management activities cover the Group’s thirdparty asset management companies and propose in this way expertise that allows La Banque Postale to offer private individual and legal entity customers a complete range of savings and investment products covering both traditional financial markets in addition to specific asset classes. The third-party asset management subsidiaries have a combined staff of 274 people working on product development and customer relations. f UCI euro money market funds to manage their cash At the end of 2014, assets under management amounted to €158 billion, up 6% from 2013. Since August 2013, all of the asset management subsidiaries have now formally committed to comply with Responsible Investment Principles, demonstrating their determination to implement a responsible management process in accordance with the Group’s values. In the investment area, an SRI Investment Selection Committee, which includes the subsidiaries involved, enables the sharing of reports, thereby providing pooled research to the management companies. 5.3.3.3.1 Multi-expertise investments (La Banque Postale Asset Management) La Banque Postale Asset Management (LBPAM), a wholly-owned subsidiary, is the fifth largest French asset management company in terms of assets under management, and specialises in the management of benchmarked UCI within the unit and operates in the main financial markets. LBPAM has developed a full range of collective investment undertakings in order to meet the requirements of individual customers, and a range that is more specifically intended for legal entity customers (mutual companies, pension funds and insurance companies, etc.). In fact, LBPAM was one of the first management companies to launch an infrastructure and real estate debt fund for its institutional customers. In total, the commitments set out for all of the funds and sub-funds amounted to €860 million in 2014. As a recognised operator in the debt and insurance management sector, LBPAM takes part in a large number of institutional tenders for delegated or discretionary management services. Finally, LBPAM developed a large range of SRI collective investment undertakings for both private individuals and legal entities. The generalisation of the integration of ESG criteria in all asset classes under management has furthermore been continued in 2014. La Banque Postale also operates in the employee savings sector through the open-ended or dedicated employee savings vehicle (FCPE) managed by LBPAM. assets; f UCI bond funds invested in government and corporate bonds. If these UCIs are invested mainly in the Euro Zone, the range also includes international bond funds hedged against exchange rate risks; f diversified UCI funds to take advantage of asset allocation strategies of experts within the framework of benchmarked management or flexible management seeking to achieve absolute performance. The range of diversified funds includes UCIs invested directly in securities, in “in-house” UCIs, or in multi-management funds, through specialists selecting external funds; f equity UCIs centred on three areas of expertise: basic, insurance and quantitative; f debt funds with infrastructure and real estate sub-funds; f as well as fully or partially capital guaranteed structured UCIs managed by La Banque Postale Structured Asset Management, a 99.99%-held subsidiary of LBPAM. Following their exclusive negotiations which began on 18 December 2014, on 18 February 2014, La Banque Postale, La Banque Postale Asset Management and Aegon Asset Management signed an asset management equity and industrial partnership agreement on 18 February 2015. The goal of this agreement is to develop and expand La Banque Postale Asset Management’s (LBPAM) expertise. The transaction involves Aegon Asset Management (Aegon AM) holding a 25% equity investment in the share capital of LBPAM. This transaction should be completed before the end of the second quarter of 2015, subject to approval by the relevant authorities. 5.3.3.3.2 Discretionary management (La Banque Postale Gestion Privée) To better serve the Group’s high net-worth customers, La Banque Postale proposes a range of asset management services corresponding to different profiles from the most cautious to the most dynamic, and which may be exercised within the framework of life insurance, equity savings plans or securities accounts. These discretionary mandates, managed by La Banque Postale Gestion Privée (LBPGP), provide access to the expertise of financial market professionals. These professionals select investment vehicles from a large choice of financial products: direct purchases of equities or through UCIs managed by Group management companies or top-tier external management companies. Registration document 2014 LE GROUPE LA POSTE 59 5 Overview of business activities La Banque Postale 5.3.3.3.3 Equity management (Tocqueville Finance) La Banque Postale also offers its customers UCIs from Tocqueville Finance, a 92.5%-held subsidiary. This subsidiary is very well-established with financial investment advisors, independent asset management advisors, private and institutional banks. Specialised in equities management, it invests with the objective of supporting the development of companies over the long term by applying a conviction-driven management approach, independently of market indexes. In conjunction with this offering, Tocqueville Finance also manages discretionary mandates for a specific high networth customer segment that does not necessarily have banking relations with La Banque Postale. 5.3.3.3.4 Open-ended property funds (OPCI) and real estate investment partnerships (SPCI) — (Ciloger) La Banque Postale offers its customers diversification or tax optimisation solutions via the range of OPCI and SCPI managed by Ciloger, a subsidiary in which La Banque Postale, Nexity and CNP Assurance have respective interests of 45%, 45% and 10%. Continuing its development, Ciloger surpassed €4 billion in managed real estate outstandings in 2014. Therefore, the following, in particular, were distributed through the La Banque Postale network: the Atout Pierre Diversification 5.3.4 There are also products intended for legal entity customers: companies, institutions (mutual companies, pension funds and insurance companies, etc.). La Banque Postale offers a range of professional non-listed REITs that are specially developed to meet these customers’ requirements and constraints. 5.3.3.3.5 Private Equity (XAnge Private Equity) In addition, La Banque Postale proposes a range of mutual funds providing opportunities to invest in fast-growing innovative companies, notably in the technology and information sectors. These funds are managed by the subsidiary XAnge Private Equity, 90%-held by La Banque Postale. With branches in France and Germany, it has a team of nine experienced investors, responsible for monitoring and directing their 70 equity investments. In 2014, XAnge Private Equity continued its investment strategy with more than €40 million used to finance 35 companies, divided up into 14 new investments and 21 investments in companies already in the portfolio. Strategy and outlook As part of the continuation of Le Groupe La Poste’s “La Poste 2020: “Conquering the Future” strategic plan, La Banque Postale implemented a development plan for 2020 called “Boldly creating the bank of the future”, which notably prioritises the commercial development of all its customers. 5.3.4.1 Strengthening presence in the retail, corporate and local authorities market La Banque Postale must respond to the challenges arising from a constantly changing environment, whether stemming from the economic and financial context, customer behaviour patterns, or the competitive French banking landscape that has significantly refocused on retail banking. 60 REIT – awarded by the Mieux Vivre Votre argent magazine by obtaining the Grand Prize of diversified REITs, the Ciloger Habitat 4 REIT – one of the two Duflot REITs marketed in France – and the Immo Diversification Open-ended Property Funds (OPCI) which is open for subscription as life insurance. Registration document 2014 LE GROUPE LA POSTE La Banque Postale will boost its operations in the retail market by way of several development priorities: f by offering appropriate solutions to marginalised customers, and by ensuring the funding of La Banque Postale’s general interest duty; f by rounding out the range offers to high-potential customers (in banking & insurance, and wealth management); f by continuing to improve the effectiveness of the Network Bank and of the financial centres. Young customers will specifically be a major and key development priority for La Banque Postale over the coming years, as this market offers a high potential and a large number of growth opportunities. The commercial terms of the offerings, and customer relations will be the weapons to attract and retain the loyalty of this demanding customer base. Overview of business activities La Banque Postale The corporate market will also be a priority over the coming years. It will involve the implementation of structural projects via a targeted and controlled expansion in the corporate and not-for-profit organisation market. La Banque Postale wants to offer a new local financing model, based on simple and understandable products for customers, liquidity backed and granted as part of a transparent rate policy and a responsible approach to advice and risk. Lastly, launched in 2014, activities for the professional customer market will continue to be rolled out by building a sales force specialised in post offices throughout the country. The professional market is currently dominated by leading banking groups; La Banque Postale will position itself as a challenger. This market represents a local customer base that uses the post offices and is well represented among the Group’s business assets. In this context, dedicated sales persons will be sent to the largest post offices in 2014. The roll-out of this model will improve the customer contact area, and will enable advisors to be closer to their customers and to capitalise on the post offices’ local advantage. 5.3.4.2 Continuing to develop the “digital” bank The users of La Banque Postale’s online services are a strategic customer base. 41% of active customers currently use the online services, and over 80% of the service users are customers for whom La Banque Postale is their “Main Bank”. The development priorities for this “digital” strategy are as follows: f making digital technologies serve commercial development; f simplifying the interoperability between the channels; f adding the know-how of Le Groupe La Poste to the online services; 5 Developing the digital bank is therefore a major requirement and challenge for the coming years, and La Banque Postale has to be at the cutting-edge of market developments. 5.3.4.3 Maintaining a strong relationship between La Banque Postale and Le Groupe La Poste To support this strong relationship, Le Groupe La Poste and La Banque Postale maintain strong relations. After increasing La Banque Postale’s prudential equity capital by more than €1 billion in 2013, the Board of Directors of La Poste and the Supervisory Board of La Banque Postale approved a new capital increase in the form of a contribution in kind (1) in late October 2014 of nearly €633 million. This new step towards increasing the capital base and solvency reinforces the implementation of the bank’s development strategy. Through these transactions, Le Groupe La Poste has strengthened the commercial development of its bank and its multi-business approach. These transactions represent a major step towards strengthening the Bank's financial structure and solvency, in accordance with the strategy aimed at developing its lending businesses. Over the coming years, La Banque Postale and La Poste will continue to maintain a strong and close relationship, in order to create optimal synergies and support the Group’s development. 5.3.4.4 Reinforcing employee professionalisation The Bank and La Poste Network School, created in 2014, is in charge of ramping up the skills of the 70,000 employees of La Banque Postale, Financial Services and the Network. It is a primary priority for La Banque Postale, in terms of skills development in all markets, notably in the area of high net-worth customers and the professional customer market. f developing the attractiveness, visibility and prioritisation of the “La Banque Postale” brand; f developing new ways of running a bank by taking advantage of digital ecosystems. The first class of Professional Customer Managers took place at the La Banque Postale head office on 6 October 2014. The classes will continue taking place to obtain the Group’s goal of 1,000 Professional Customer Managers from now to 2020. (1) Cash held at the post offices. Registration document 2014 LE GROUPE LA POSTE 61 5 Overview of business activities La Poste Network 5.4 5.4.1 La Poste Network La Poste Network: a local network with a banking priority 2014 (€ million) Revenue 2013 pro forma 2014/2013 change amount % 4,167 4,165 +2 +0.1% Operating expenses (4,139) (4,124) -15 +0.4% OPERATING PROFIT 25 33 9 -26.2% (a) Operating profit/(loss) after share of net profit of companies under joint control (application of IFRS 10 and IFRS 11 as at 1 January 2014. A pro forma income statement was created as at 1 January 2013). As the distribution network of Le Groupe La Poste business units for retail and professional customers (1), La Poste Network represents the Group’s multi-business operating structure. It is both a symbol of local postal coverage and a point of contact between the public and La Poste’s business units. Its accessibility is one of its primary strengths: 96.6% of the French population lives less than five kilometers away from a postal service outlet. The Network’s founding mission is to welcome, serve and advise the customers of La Poste and of its business units, with three specific goals: 5.4.1.1 Original features A network indispensable for both the functioning of the Group and French society La Poste Network is a multi-business and multichannel distribution network vital to French society’s functioning. In 2014, 85% of the French population stated that they had visited their post office at least once to carry out postal or banking transactions, either with an agent or via an automated postal service machine (ATM) (2). f ensure the practical implementation of three of the four public service missions assigned to La Poste (Universal Service, regional planning and development, and banking accessibility—see Chapter 5, Section 5.7.2); f implement the commercial policies of Le Groupe La Poste’s business units; f achieve a value-creating level of performance for the Group and its business units, by means of multichannel development and process optimisation. An original model in Europe La Poste Network offers a multi-business model that is unique in Europe. The models employed in most other European countries have resulted in downsizing the post office network. A multi-business positioning with a distinct banking dimension The La Poste Network model allows the business units to share the cost of a commercial organisation that offers accessibility to a vast number of people, while ensuring the sustainability of a network that is both extensive and efficient. The resulting environment favours the mutual development of the different Group activities. (1) “Professionals” refers to any person supplying goods or services (e.g. industrial, commercial, craft activity, freelance, agricultural or others). This customer base is primarily composed of local shopkeepers, small traders, freelancers, etc., who are offered cards that give them special access to La Poste Network services. (2) Customer satisfaction survey: BVA phone survey and IPSOS post office exit interviews. 62 Registration document 2014 LE GROUPE LA POSTE Overview of business activities La Poste Network In 2014, La Poste Network accounted for 18% of Mail’s revenue, 26% of Parcels' revenue, 9% of Chronopost’s revenue, 97% of La Poste Mobile’s sales and completed more than 162 million bank transactions at its counters. Transactions of any kind completed on self-service kiosks totalled 690 million. In addition, banking advisors in the Network held 7.7 million banking advice appointments, it accounted for 68% of consumer credit, 82% of home loans (1) and 100% of net collection for private individuals. Relations between La Poste Network and the business unit s are set out in a series of contractual provisions governing relations within Le Groupe La Poste with respect to the services to be provided and the related corporate governance arrangements. As part of this, the Network invoices its services to the business unit s and Group subsidiaries (including all or part of certain services), based on the cost of the resources employed. A network with a banking priority The evolution of the Network implies the affirmation of its banking dimension. In 2014, as part of the Group’s new strategic plan, new organisational principles were implemented to create new synergies between La Banque Postale and La Poste Network and move decision-making down to the level of managers in contact with customers. 5 Types of public outlets To successfully change its local postal coverage and continually adapt its structure to its customers’ lifestyles, La Poste Network has gradually built up and expanded a network comprising two types of public outlets: directlymanaged post offices on the one hand, and retail outlets managed in partnership on the other hand. Furthermore, retail customers have access to postal services at around 25,000 newsagents and 5,000 large retailers that offer products from the Mail (stamps, stamped envelopes and pre-paid envelopes), Parcels and Express (Colissimo and Chronopost) ranges. Directly-managed post offices There were 9,574 post offices at 31 December 2014; these are the physical showcase for Le Groupe La Poste’s integrated services, and are intended for all retail and professional segments. Marketing all products and services, they offer the broadest range of Group products and serve as support points for the development of new services. They offer: f banking services: standard counter transactions, personalised banking advice, property and casualty insurance products, consumer credit, home loans, etc.; f mail services: purchase of pre-paid envelopes, delivery of Green Mail, postage, mail pick-up, mail forwarding, etc.; 5.4.1.2 Network structure f parcels and express services: sale, drop-off and pick-up, La Poste has 17,104 public outlets throughout France, 60% of which are in rural municipalities (2). f mobile telephones. Postal service coverage meets the population’s requirements. La Poste consults elected officials within the framework of the national and departmental governance bodies set up through a local postal coverage agreement (see Chapter 5, Section 5.7.2.2). The local postal coverage agreement in place pertains to the 2014-2016 period and it was signed on 16 January 2014 by La Poste, the French government and the French Mayors’ Association (Association des Maires de France) (see Chapter 5, Section 5.7.2.2). etc.; Over the past few years, La Poste Network has implemented a major post office transformation plan aiming to make the service areas more modern, welcoming and customeroriented. The roll-out of the post office concept called Customer Service Area (ESC) began in the 1,000 largest offices: by the end of 2014, 1,799 offices had adopted the ESC/ESCI layouts (1,659 as at late 2013). This ESCI (3) format offers the customer a unified commercial area with clearly identifiable sales and banking areas distinguished by a colour-coded design (yellow for mail and parcel areas, blue for the banking area). (1) Excluding social housing loans. (2) Urban/Rural INSEE 2010 + all urban municipalities with fewer than 2,000 inhabitants (2010 census) transferred to rural. (3) ESC-I: Integral Customer Service Area: implementation of the ESC concept in a redesigned space characterised by the increased fluidity of the customer pathway, made more intuitive and autonomous through automation and a strengthened synergy between counter clerks, who advise and guide customers, and the banking business. The ESC layout has been rolled out since 2009 across high-flow offices (1-1,300). The ESC-I solution has expanded on the concept by removing traditional counters and directing customers either, in the case of the full version currently being rolled out across medium and large offices, towards withdrawal and deposit banking ATMs, or, in the case of smaller offices (2,000-4,000), towards smaller, less costly modular solutions (in the process of being set up). Registration document 2014 LE GROUPE LA POSTE 63 5 Overview of business activities La Poste Network The modernisation of offices seeks to further increase customer satisfaction, improve sales performances and reduce one of the principal sources of customer irritation: the waiting experience and how it is perceived. The average time taken across all offices to gain access to a counter (all transactions) was reduced from 7 minutes and 19 seconds in November 2009 to 4 minutes 8 seconds in 2014. Meanwhile, the average time taken to gain access to services (all counter and non-counter transactions) amounted to 3 minutes 52 seconds in 2014. Overall customer satisfaction continued growing in 2014; therefore, based on surveys conducted over the last six months, 91% of customers stated that they were satisfied with their post office (up 2 points compared to 2013 and up 9 points compared to 2007). This score increases to 95% when customers are surveyed when leaving post offices, immediately following their experience (1). Retail outlets managed in partnership Partnerships are entered into with the agreement of local elected representatives and consist of entrusting the provision of its most common services to third-party public authorities (municipalities or groupings), in the case of Local Postal agencies (APCs), or private operators (shopkeepers), in the case of Relais Poste outlets. The number of public outlets under partnership increased by 141 in 2014, which brought the number of partnerships to 7,501 (2) at 31 December 2014, as part of a network that includes 17,075 public outlets (3) serving customers. The partnerships are very warmly welcomed, due in particular to the longer opening hours. In addition, they help deepen the relationship with the inhabitants of small municipalities, retain the last shop and the attractiveness of the municipality for new inhabitants. Local Postal agencies The 5,438 APCs (at the end of 2014) offer almost all the services provided by post offices, including mail (postage, registered letters, and mail holding, etc.), and parcels (sale of packaging materials, drop-off, and collection, etc.), as well as a stop-gap financial troubleshooting offering (cash withdrawals of up to €350 per week for postal bank accounts (CCP) and Livret A passbook savings accounts, and payment of postal money orders, up to a limit of €350 per transaction). The APCs are compensated for the resources employed. The APCs are managed by territorial staff, employed by the municipality or grouping of municipalities that have signed the agreement with La Poste. In this respect, they come under local public sector management rules. La Poste’s contact is the Mayor (or the President of the grouping of municipalities) who represents the municipality and acts as employer. The framework agreement covering APCs between La Poste and the French Mayors’ Association (Association des Maires de France) sets out the legal framework under which municipalities and groupings of municipalities can take on the local postal coverage public service mission. Relais Poste outlets In the 2,061 Relais Poste outlets (at the end of 2014), La Poste enters into an agreement with a shopkeeper or trader to provide, in its name and on its behalf, postal services and basic financial troubleshooting services (cash withdrawals of up to €150 per week by holders of CCP and Livret A passbook savings accounts). In exchange, they receive a fixed fee and transaction commissions on business activities. The shopkeepers and traders responsible for Relais Poste outlets are chosen in consultation with the Mayor. They are selected according to practical criteria which will facilitate the implementation of the project (hours, image, layout, location, etc.). They can be independent or tied to a distribution network, or even franchises of a brand. In 2014, Le Groupe La Poste also tested out Relais Poste outlets in urban areas (see above). Accessibility of public outlets Geographic accessibility La Poste Network is located in urban areas thanks to 6,813 public outlets (4), 6,102 of which are offices and 711 are APC/RP partnerships. 866 post offices are located in deprived urban areas or are serving one: these offices, 293 of which make up the 1,000 largest facilities, generate 16.6% of business volumes at the counters. The Network operates through 10,242 public outlets (4) (3,457 post offices and 6,785 partnerships) (as defined by INSEE (5)—French National Institute of Economic and Statistical Information). The number of public outlets in rural revitalisation areas or mountain areas totalled 5,691 (1,909 post offices and 3,782 partnerships). (1) Customer satisfaction survey: BVA phone survey and IPSOS post office exit interviews. (2) Excluding the 14 Postal agencies in Andorra and Monaco, but including two other partnerships (Postal agencies not included under the agreement, and others). (3) Excluding the 29 speciality public outlets (10 public outlets in overseas territories (St-Barthélémy, St-Martin and St-Pierre and Miquelon), 14 in Andorra and Monaco, and five military offices). (4) Excluding Mayotte (20 public outlets). (5) Urban/Rural INSEE 2010 + all urban municipalities with fewer than 2,000 inhabitants (2010 census) transferred to rural. 64 Registration document 2014 LE GROUPE LA POSTE Overview of business activities La Poste Network 5 Relational accessibility 5.4.1.3 Strategy and outlook In addition to the physical network and its accessibility in geographic terms, the friendly nature of its staff who are in direct contact with customers on an ongoing basis also represents the strength of the La Poste Network. Employees are committed to welcoming customers and providing them with a high quality of service every day and are actively involved in implementing change. La Poste Network involves its development through a new strategic project, “Excellence and Development”, in line with Le Groupe La Poste’s “La Poste 2020: Conquering the Future” strategic plan. Its objectives are clear: to become the leading local service network. La Poste Network has more than 56,000 employees, close to 85% of whom work in post offices, which make up close to two-thirds of counter clerks. The Financial Services sales force accounts for more than 10,000 employees. Physical access The Group has a plan for making its public access buildings, including post offices, accessible: concerning La Poste Network, at the end of 2014, 84% of the Network’s directlyowned locations and 51% of its leased locations were accessible to persons with reduced mobility (PRM). La Poste Network has incorporated CSR concerns (accessibility, eco-designed materials, lowering the energy consumption of lighting and IT equipment, and providing access to everyone) in its initiative to redesign the post office network. Digital accessibility The 2014-2016 local postal coverage agreement follows the framework of previous agreements by continuing to renovate post offices and develop partnerships, particularly through the pooling of public services. Moreover, it aims to improve accessibility to services, notably through digital services, which should help make postal offerings more available to the public. The initial trials of touch screen tablets in APCs launched in 2013 illustrates this. After the success of this test phase in 2013, 1,059 digital tablets with touch screens were rolled out to APCs in 2014 and early 2015. They enable customers to access La Poste’s services online and the major public service sites as well. Additionally, almost 250 Relais Poste outlets have been equipped with a smartphone and a label maker to enable them to perform essential tasks (product sales, scanning monitored objects, postage, business reporting). In an equipped and connected country, close to 20% of households do not have Internet access (1), particularly in rural areas, but the availability of these tablets decreases the digital divide. Striving for excellence in quality of service and customer relations Over the past few years, La Poste Network, which is bolstered by solid foundations and the service culture of its employees, has been conducting an initiative aimed at improving service quality (reception, accessibility, efficiency of the service, and quality of advice) that now enables it to benefit from a marked improvement of customer service, and to aim to satisfy 95% of its customers by 2018. Developing value added offerings The Network is continuing to develop service innovations in synergy with Group business units seeking to optimise the potential of each. It is developing high value-added and service-generating offerings by shifting simple transactions to alternative selfservice channels (development of automated machines (2)). Reducing the workload on counters enables counter clerks and advisors to focus on transactions that require their expertise and offer personalised service. At the same time, the Network maintains a customeroriented focus to identify changes in their expectations in terms of services and offerings: for example, a pilot 3D printing service for private individuals and professionals was tested out in November 2013 in three post offices in the Paris region. Local advice was given by expert advisors called “3D advisors”, who provide access to 3D printing shared resources and support individual and professional customers throughout the country for their projects. The success of this trial led to extending this offer in new post offices in 2014. The goal for 2015 is to ensure that this business development takes root, especially with the professional customer market in regard to the ecosystems created in line with the core businesses. (1) Source: Médiamétrie Home Devices study (April-June 2014). (2) The Network uses approximately 21,311 automated machines: • 5,749 “Mail and Parcels” ATMs (postage and stamp dispensers); • 15,562 banking ATMs (cash dispensers, coin change machines, cheque deposit boxes, cheque scanners, and automated cheque deposit machines). Registration document 2014 LE GROUPE LA POSTE 65 5 Overview of business activities La Poste Network Developing offers for professionals Better serving professional clients is a focus area of Le Groupe La Poste’s strategic plan and involves Mail, Parcels and La Banque Postale. One of the challenges is using the multi-business unit nature of post offices to make Pro customers’ lives easier and help them save time by offering them services that meet several of their needs. With its “Bank for Pros” programme, La Banque Postale is encouraging renewed growth within the post offices. By 2020, La Banque Postale’s goal is to implement a new dedicated banking area with 1,000 Pro Customer Managers in post offices. with tablets adapts to customers’ new uses, simplifies processes and better organises mobility in the post office. Tablets also perform services that are traditionally offered at the counter: product sales, item drop-off, picking up items on hold, etc. Applications also print register receipts from Bluetooth printers and generate quotes for La Poste Mobile subscriptions. Adapting the network: Differentiating formats In a time of decreasing counter activity, the Network is continuing to develop its network of public outlet partnerships to: f ensure the sustainability of the rural network, within the Simplifying customer pathways and product ranges The Network is pursuing initiatives to simplify customer pathways in an effort to continue adapting to the expectations of increasingly connected customers who come to the post office for advice and simplicity: in 2014, after conducting tests, the Network decided to roll out a new layout to all ESC offices offering a better structured sales area with more visible signage, a simpler selfservice offer organised by customer need with clearer merchandising and clearly identified areas. Gradually, customers will have two specific zones through which to process shipments: one zone to choose Ready-to-Ship (packaging and postage included) and a zone to prepare shipments yourself (packages that need postage). These zones had been implemented in more than 350 offices as at 31 December 2014. In the post office, the offer is also more flexible and makes the product ranges easier to understand. For example, a new simplified mail-parcels range (see Chapter 5, Section 5.1.5.3) or a new packaging concept with various layouts, sold in addition to postage. Integrating digital services in the Network’s offerings and uses Simplifying customer pathways is also part of a growing multichannel dimension, integrating digital services in the Network’s offerings and uses. In post offices, digital tablets are made available to Network employees. After a trial period in 2013 in which a few post offices experimented with sales, advice and scanning via touch screen tablets, 59 post offices were equipped in 2014, enabling employees to offer customers a new, faster and more modern type of customer service. Initial feedback from customers has been positive. Equipping post offices 66 Registration document 2014 LE GROUPE LA POSTE framework of a constructive relationship with the local population and their elected representatives; f cut network operating costs by transforming under-used post offices; f reduce regional disparities in terms of local service offerings. The new 2014-2016 local postal coverage agreement signed by La Poste, the French government and the French Mayors’ Association (Association des Maires de France) emphasises the pooling of public services (shared service spaces, i.e. Relais de Service Public or maisons de services publics (public service areas). This pooling of public services could also take other forms, notably by finding new types of partnerships (in line with the social economy sector (ESAT), tourist offices, service stations, newsagents, etc.). In 2014, the Group experimented with offering postal services in nursing homes; f revitalise its presence in urban areas by rethinking its layouts and allure and by differentiating the post offices more, based on their customers: La Poste, which must anticipate urban change, is going to update the location of its network, adapt its presence, integrate the environment with its urban logic and encourage partnerships with cities (Relais Poste outlets). At this stage, projects were launched in four pilot cities in 2014 – Bordeaux, Paris, Lyon and Dijon. Trial runs in outlets are in progress and others are going to be launched in 2015. The goal is to provide targeted and concrete solutions to customer requests, particularly in terms of operating hours; f play a part in providing services that are high-quality, accessible and tailored to the location and customer lifestyles. New post office layouts, adapted to the needs of customer segments, will contribute to increasing the commercial attractiveness of the Network. This objective remains consistent with transformations already in progress. Overview of business activities La Poste Network Affirming its banking priority The Network supported its effort to keep banking a priority in 2014 specifically by creating a single commercial structure as well as an HRD and a shared training school for the Network and La Banque Postale (see Chapter 5, Section 5.3.4.4). 5.4.2 5 The goal of this new structure is to bring together the Network and La Banque Postale’s teams to step up commercial development in banking for private individuals and professionals. By the end of 2020, 1,000 advisors for high net-worth customers and 1,000 advisors for professional customers will be deployed throughout the country. La Poste Mobile 5.4.2.1 General information sales. The consequence has been the widespread adoption of “unlimited” voice, data and messaging offers. Since May 2011, La Poste Mobile offers a complete mobile telephone services range, SIM-only or contract plans, with or without mobile phones and pre-paid plans. However, mobile plan prices stopped falling so much in 2014 because operators started enhancing their offers rather than lowering rates again. La Poste Telecom, a joint venture 51% owned by Le Groupe La Poste and 49% by the operator SFR, was therefore launched in 2011 under the brand La Poste Mobile. It is a Mobile “Virtual” Network Operator, or MVNO: not having its own network, it uses the network of the host operator, SFR. SFR contributes its knowledge and Le Groupe La Poste provides access to the Network’s distribution network in exchange. 2014 also confirmed the trend of separating mobile phone and SIM card purchases. The subscription of a contract plan is therefore increasingly independent of the purchase of the phone (in nearly 50% of purchases). 5.4.2.2 Market and offers The mobile telephone services market in France The mobile telephone services market had 74 million active customers in mainland France as at the third quarter of 2014, i.e. a penetration rate of 116% of the population. The market is growing, with a customer base increasing by close to 3.4 million customers as at the third quarter of 2014, i.e. a net growth of +4.8% year on year (1). Lastly, the market boosted its consolidation process, resulting in the Numericable group purchasing SFR and Virgin Mobile and the Prixtel MVNO acquiring “zéro forfaits”. La Poste Mobile offering The distinguishing feature of La Poste Mobile is its extremely vast territorial network. La Poste Mobile is capitalising on a positioning based on customer proximity, via a physical network of close to 10,000 post offices. All of the offers and mobile phones are accessible to customers in all post offices, either immediately or within 72 hours, after delivering directly to their home. In addition to the post offices, products and services are also offered on the Internet at www.lapostemobile.fr and by telephone (multichannel distribution). With close to 9 million subscribers as at the third quarter of 2014 (up one million in one year), MVNO market share reached 11.7% in the overall market (14.1% in the residential market). In 2014, La Poste Mobile continued to focus its business strategy on selling no-commitment mobile plans and SIMonly mobile plans. In July, the launch of a SIM plan with unlimited voice and text messaging for less than 10 euros per month was very successful. Market trends The mobile telephone services market continued its transformation in 2014. La Poste Mobile also enhanced the content of its plans while maintaining the same price levels, so to respond to users’ increasing need, there has been a significant increase in offers with Internet access. The explosion in Internet use is well established and smartphones now represent three-quarters of mobile In September, La Poste Mobile launched “Music” plans integrating unlimited streaming access on a catalogue of (1) Source ARCEP: Observatory of electronic communications markets – third quarter 2014 and 2013. Registration document 2014 LE GROUPE LA POSTE 67 5 Overview of business activities Digital Services more than two million titles from the Universal group. This offer was marketed towards “young” customers (teens and young adults) at a very competitive rate. La Poste Mobile has also developed no-contract mobile sales, responding to increasing market demand. Lastly, sales of the ADSL offer based on the SFR box have sharply increased. This offer entitling customers to a discount on one additional mobile line helped generate customer loyalty. This policy helped attract 730,000 new customers in 2014. Net sales (after terminations) totalled 210,000. The customer base increased 22% to reach 1.15 million customers at the end of 2014, including 930,000 contract customers. Revenue amounted to €182 million, up 23% compared with 2013. The decrease in ARPU (1) was suppressed compared to last year with a decrease of 9%. This decline is due to rate adjustments for the entire contract customer portfolio and to the penetration of low-price offers without mobile phones. Adjusting the rates for contract customers played a substantial part in the significant reduction in the termination rate. La Poste Mobile continued to honour its promise of having the best price in addition to local service. La Poste Mobile rolled out new terms of sale, which enabled the company to continue its rapid growth. According to the surveys conducted among customers, 97% confirmed that they 5.5 5.5.1 were satisfied or very satisfied with the advice and service received at the post office and almost one out of two have already recommended the operator to friends and family. A majority of customers state that it took “little effort” or “no effort” to subscribe to or modify a contract. Lastly, La Poste Mobile is one of the operators that customers trust the most, ranking an average score of greater than 8/10 (2). 5.4.2.3 Strategy and outlook The company’s strategy aims to position La Poste Mobile as the most accessible physical network operator in the market, while continuing to emphasise the quality of service rendered and customer proximity. The quality of advice given by employees and after-sales service management are two major advantages for La Poste Mobile, which benefits from the strength and trusted name of La Poste and the quality of the SFR network. Moreover, La Poste Mobile endeavours to facilitate access to the new digital communication tools for as many people as possible, which is one of the goals that is very well suited to the Group’s objectives. In 2015, La Poste Mobile’s goal is to maintain the commercial momentum of 2014 by relying on synergies with the Group’s other business units and La Banque Postale in particular. The Group is expecting to further reduce the termination rate of contract customers. Lastly, increasing no-contract mobile sales and accessories will be a priority. Digital Services General points and key figures 2014/2013 change 2014 2013 pro forma amount % Revenue 539 549 -9 -1.7% External revenue 487 495 -7 -1.5% 52 54 -2 -3.5% (62) 7 -70 N.S. (€ million) Intercompany revenue OPERATING PROFIT n.s.: not significant. (1) ARPU: Average Revenue Per User (revenu moyen par personne). (2) Sources: Maxiphone research (March-July-September 2014) and GN Research (May-September 2014) for La Poste Mobile. 68 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Digital Services The digital revolution, which has profoundly and irrevocably been changing professional and personal lifestyles as well as the economy, is an opportunity for Le Groupe La Poste, which has high ambitions under its “La Poste 2020: Conquering the Future” strategic plan. In April 2014, after creating the Digital Services Department in 2012, a Digital Services business unit was created in its own right, resolutely entrenching digital services into the Group’s strategy and making it the focus of a major transformation. The Digital Services business unit carries out three missions. The first is a revenue development mission: the business unit produces and markets digital offers, solutions and services in the area of digital transformation, digital marketing and digital trust, by adding to classic desktop publishing and filing products. 5.5.2 5 It also carries out two additional missions. A “Laboratory” mission: through several programmes, notably start-up incubation, it is responsible for detecting, developing and industrialising digital innovation to serve the Group. It is also responsible for taking on collective interest services to serve the other Group business units, e.g. the implementation of a corporate social network and putting in place digital assimilation training. It is in charge of the group Data policy. Lastly, it is also the head of the high-priority shared project (1) “knowledge of individual customers”, intended to unify the Group’s different individual customer databases. All of these actions will enable Le Groupe La Poste to play a pivotal role in bringing together the physical and digital worlds. Structure The Digital Services business unit comprises a Digital Services Department housed within the La Poste parent company and subsidiaries performing all or part of their activities in the digital domain (2): f t h e D i g i t a l S e r v i ce s D e p a r t m e n t ( c re a t e d i n 2012) combines innovation activities, the internal t ra n s fo r m a t i o n p ro g ra m m e , t h e D i g i t a l Tr u st Programme focused on the Digiposte digital safe and “L@Poste Online” activities (see Section 5.5.3.1), the online customer experience simplification project and the development of commercial services on the Internet; f the group formed by Docapost includes all of the solutions and services that manage the professional data exchanges between companies and institutions and their target audiences. Docapost offers document management solutions (document management outsourcing, digitisation, desktop publishing), customer process management (outsourcing customer relationship management, industrial processing of files and mail, transactions and payment solutions, service subscriptions and archiving) and e-services (electronic certificates, secure BtoB electronic exchanges, e-vote). Docapost has 4,600 employees in four subsidiaries, and generated consolidated revenue of €435.5 million in 2014; f the group formed by Mediapost Communication encompasses all of the expertise related to the web to support advertisers in implementing their communication strategies with their customers and potential customers: from online advertising campaigns to customer knowledge and performance measurement, including the production of materials and promotional offerings. Following several acquisitions in 2012 (BudgetBox, MixCommerce, Adverline, Vertical Mail and Cabestan) and in order to help integrate this new expertise and create synergies, during the second half of 2014, Mediapost Communication was reorganised around three divisions: Consulting (Mediapost Publicité, Matching and Mixcommerce), Customer Data Intelligence (SDS, Mediaprism, Cabestan and Vertical Mail) and Media (Adverline). In 2014, Mediapost Communication generated nearly €100 million in revenue and employed 252 employees. The company operates in France and in Belgium. On 26 May 2014, Le Groupe La Poste also launched Start’in Post, a subsidiary devoted to a complete programme to incubate, accelerate and support innovative start-ups: responsible for concept tests, industrial and commercial (1) As part of its new strategic plan, in April 2014, the Group defined five high-priority cross-entity projects aiming to capture new markets by 2020. (2) Subsidiaries previously housed within Mail and transferred to the Digital Services business unit, as part of the Group’s new structure in 2014. Registration document 2014 LE GROUPE LA POSTE 69 5 Overview of business activities Digital Services development support, consultancy and access to La Poste’s network, and, in some cases, financing growth. The Digital Services business unit is entrusted with the management of this incubator. Through Start’inPost, the Group aims to support the development of start-ups whose technological initiatives and uses could stimulate business in La Poste and in its subsidiaries’ current and future markets. Projects are chosen according to three major themes, in line with the “La Poste 2020: Conquering the Future” strategic plan, services for business, e-commerce, and more generally, professional customers, home services (that can mobilise postmen) and digital trust solutions. 5.5.3 La Poste’s operational entities are “industrial sponsors” for the start-up, particularly to carry out testing in real market conditions. Start’inPost was provided with €5 million in share capital and aims to welcome 24 start-ups per year at full development. In five months of activity, Start’inPost received 142 applications. At the end of November 2014, the programme launched five tests between the startups and the Group’s operational entities. One of them ended positively with a business partnership between the company Heuritech and Media Data Live (1) and integrated the acceleration phase of the Start’inPost programme. Heuritech is specialised in reprocessing Big Data with the aim of improving communication, advertising and promotional campaign targeting. Business activities The Group’s online presence is organised around three pillars: 5.5.3.1 L@Poste online “L@Poste online” is La Poste’s new online customer relations model (private individuals, professional customers and corporate customers), for advice, supply and management of customer relations and after-sales service. This system covers several dimensions (websites, mobile applications, social media) as well as several scopes (information, commercial and non-commercial services). The three dimensions of the Group’s online presence In a cross-channel and omni-channel era, each customer must be able to choose how he or she will interact with Le Groupe La Poste: today, customer relations take place from a computer or smartphone as often as in post offices. The convergence between different public outlets (digital and physical) is one of the key objectives of the Group’s Digital Services business unit: developing digital tools to facilitate customer pathways towards physical public outlets (primarily post offices) and conversely, integrate digital tools in the physical locations. f the fixed Internet is based on four main web portals (www.laposte.fr, www.laposte.net, www.labanquepostale.fr, www.colissimo.fr) and accumulated more than 13.64 million unique visitors for December 2014. www.laposte.fr, the brand’s natural website point of entry, is the store front for La Poste’s products and services on the Internet and La Poste’s front door to the web: structured according to visitor profiles (private individuals, businesses, professionals, e-retailers, collectors), the site presents all offers, recommends the Group’s solutions and facilitates access via e-stores. A new version of the site was launched in July 2014: the structure and design of the site and its mobile applications were totally revamped to improve customer pathways, to facilitate navigation for Internet users and to develop online sales and customer satisfaction, regardless of the Internet channel chosen by the customer. Designed in a user-oriented approach, this new model integrates all of La Poste’s sites and applications (2), which were all separate before then; in particular, commercial services have been combined into a single online store for private individuals and professional customers. The www.laposte.fr website also has direct links to www.labanquepostale.fr, whose “Private Individuals” area was also revamped (3). (1) A Group Big Data offering launched in 2014, presented in Section 5.5.4.1. (2) Sites already integrated into laposte.fr in December 2014: the Mail online store, the online store for Stamps, the online mail store for the professional customer market, Montimbramoi, IDtimbre, Laposte.net, Digiposte, or integrated in 2015: Colissimo, Cityssimo, monespaceclient digital identity. (3) The new online experience for La Poste products and services was revamped in November 2014, with a major overhaul of the online store: the integration of stamp-collecting products, and in January 2015, user accounts. 70 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Digital Services f mobile Internet (i.e. on cell phones, smartphones and tablets) is the multichannel pathway to provide customers and French people with Le Groupe La Poste’s services, wherever they are, whenever they need it. The Group’s applications available on smartphones and tablets allow users to research post offices, prices or consult their La Banque Postale account. The La Poste application, which has been available on mobile and tablet since July 2014, was downloaded more than 46,000 times between July and December 2014 (excluding updates), i.e. an 86% increase compared to the same period the previous year; f finally, social networks highlight Le Groupe La Poste’s service-oriented attitude and customer-centric culture on a daily basis. The Group monitors online opinions (blogs, discussion forums, social media) and uses its online presence (Facebook, Twitter, Google+, Dailymotion, Youtube) to spread information about the Group and its offerings, provide services (for example, tracking postal items on a Facebook or Twitter account) and engage with customers (option to speak to customer advisors and informational meetings for professional customers on Viadeo and LinkedIn). In December 2014, the Facebook page had more than 128,115 fans (1) and the @lisalaposte and @groupelaposte Twitter accounts had 25,651 followers. The Group’s position is to prioritise quality interactions. The Group’s online offers To simplify French people’s lives, the Group already offers a complete range of physical, totally digital or hybrid products and a wide range of digital services, available on its websites, on mobile sites (tablet and phablet) and on mobile applications: f the Group’s traditional offers are available online: − online mail offers (electronic registered letter (2), online registered mail (3), online mail (4), postage, online shipping and tracking, etc.), creating and printing personalised stamps (MonTimbrenLigne, MonTimbraMoi), mail forwarding services, etc., − o n l i n e p a rc e l s e r v i c e s ( w w w. c o l i s s i m o . f r, www.chronopost.fr, Cityssimo, etc.): online postage, parcel tracking, redelivery notification, requests to ship parcels from your letterbox (in certain cities), etc., (1) (2) (3) (4) 5 − La Banque Postale products and services: opening an account, online quotes and subscriptions, account access, virtual branch (La Banque Postale Chez Soi), − online subscriptions to La Poste Mobile offerings. In 2014, La Poste’s online store achieved more than €132 million in revenue. In addition to commercial services, La Poste also offers information on its postal and banking products and services as well as practical services (tracking, prices, geolocation of public outlets, etc.); f in 1999, La Poste created an electronic messaging service, www.laposte.net, in an effort to offer a free, lasting email address that is independent from Internet access providers, to as many people as possible. With more than 3.7 million active accounts on average in 2014, www.laposte.net is currently the 4th largest webmail provider in France and the 2nd largest French webmail provider. With 100% of its data hosted in France, and with the integration of the Digiposte digital secure safebox, this service is in keeping with La Poste’s commitments, which places trust at the heart of both its physical and its digital solutions. In April 2014, a new version of www.laposte.net was launched with enhanced functionality as well as a totally revised interface and user experience, optimising navigation for both the web and mobile environment (on smartphone and tablet). 5.5.3.2 Secure and digitised solutions Le Groupe La Poste has a very trusted name among French people. In fact, its service activities are a key component of everyday society. To leverage this advantage and transpose its role as a trusted third-party in the digital universe, the Group is exploiting and developing a range of models to ensure the reliability/security of digital exchanges and data for companies and administrations (digitisation, regulated information exchanges, etc.), as well as for private individuals (secure vaults, digital identity, webmail). Excluding fans of La Banque Postale. Electronic Registered Mail. Online Registered Mail. Online Mail. Registration document 2014 LE GROUPE LA POSTE 71 5 Overview of business activities Digital Services Offers to companies (BtoB) and administrations (BtoA) BtoB and BtoA services are particularly offered through Docapost products and services, whose range of solutions currently include: f solutions for securing and digitising flows and exchanges, including e-contracting (Contralia), e-debiting and e-transfers (Sepalia); f solutions for digitising processes, such as claims management, subscriptions (notably through Docapost BPO); f management of human resources files by building a virtual HRD office; f secure information exchange platforms for specialised business activities (www.infogreffe, www.jedeclare.com), or special events such as online voting or electronic contracts. For example, in terms of business process management and e-services, the French National Order of Pharmacists (Conseil national de l’Ordre des pharmaciens — CNOP) selected Docapost to manage and develop the Pharmaceutical File (dossier pharmaceutique — DP), a professional tool for serving patients and the first e-health service in France (list of all medications issued over the past four months for each patient, if the patient so desires). 22,000 pharmacies and several thousand healthcare professionals (hospital personnel and pharmacists) are able to access to the historical record for the distribution of medications. Today, more than 28 million people in France have a Pharmaceutical File. authority created in 2000 and recognised by the French government. It issues two forms of electronic certificates: certificates for individuals and server certificates and verifies the identity of a person in a digital procedure (when signing a response to a call for bids, for example). Certinomis provides the electronic version of the La Poste postmark, time-stamped and archived electronically, to ensure the traceability of digital exchanges; f the Digital Identity Department helps retail customers perform their online tasks. This service, launched in October 2012, guarantees online identity for several applications, such as, for example, on e-commerce or exchanges between private individuals on websites. 45,000 private individuals have subscribed to the service since its launch. Users’ digital identities are verified face to face by the postmen. 5.5.3.3 Multichannel relationship marketing solutions With Mediapost Communication, Le Groupe La Poste is adapting to the transformation in customer relations and to new market demands (mastering social interaction media and data processing). Its business activities and expertise in online media, customer knowledge, software solutions and advice on activating communication channels offers its customers, the “advertisers”, multichannel relationship marketing solutions to increase their marketing efficiency and improve consumer satisfaction. Offers to private individuals (BtoC) An online advertising business offering Le Groupe La Poste offers various services from trusted third parties to private individuals, in particular via: Through its online advertising business, Mediapost Communication monetises audiences from measurable points of contact. The advertising agency records 25 million unique visitors per month via 700 websites and proprietary publishing sites such as annuaire.com, société.com and dirigeants.com, thus offering advertisers numerous solutions for web traffic development and visibility. f Digiposte, its secure, electronic archiving solution. As Le Groupe La Poste’s electronic vault, Digiposte offers solutions for receiving, archiving and sharing electronic documents (payslips, invoices, etc.). Today, Digiposte has more than 260 major account customers who distribute documents electronically to their customers or staff and nearly 30 partners/resellers. With 1.38 million vaults opened, Digiposte is the French leader in this domain. The www.laposte.net email also integrates a functionality for storing mails and attachments directly in Digiposte; f the Digishoot application, a time-stamped gps-based service for taking pictures with smartphones, developed through synergies with Digiposte (photos taken using the Digishoot application are stored directly in Digiposte); 72 f Certinomis, a Docapost subsidiary, is a certification Registration document 2014 LE GROUPE LA POSTE In 2014, the agency created its own private and premium market place, “The Place to Bid”, with 70 well-known brands, 21 million unique visitors and three billion prints. In November 2014, two new target solutions were launched to increase visits to the promotional sites of mass market and large retailers brand names. Overview of business activities Digital Services 5 Targeting offerings Media Data Live, an innovative offer for Big Data The data expertise associated with knowing customers and potential customers enables advertisers to obtain finetuned and thus high-quality targeting. Big data solutions are expected to revolutionise interpersonal relationships. By combining all of its expertise, during the second half of 2014, Le Groupe La Poste developed and launched Media Data Live, an offer which combines online and offline data to interpret the behaviour of targeted advertisements in real time on display, email, fixed telephone, mobile phone and mail. With currently tens of millions of BtoB and BtoC email addresses, telephone numbers (landlines and mobile) and more than 30 million BtoC postal addresses, the Digital Services business unit offers several options to advertisers in terms of both targeted outreach and loyaltybuilding: marketing database management, data quality processing, and tools and services which drive personalised multichannel communication campaigns. Multimedia relationship marketing solutions La Poste markets all of the media and solutions available within Le Groupe La Poste (SMS, email, addressed mail, admail, coupons and money refund offers, Internet banners, etc.) to advertisers, advertising agencies and communications agencies via its Home media advertising business. E-commerce expertise is also offered to brands and companies so that they can develop their e-commerce business. When an Internet user visits the advertiser’s website, the “retargeting” identifies his or her behaviour, studies it and categorises it according to potential. He or she is retargeted if necessary, then resollicited through an adapted multichannel communication plan. The offer also recruits new targets by observing their web navigation more comprehensively to understand their areas of interest and life events – such as work projects or wedding preparations – in order to enable the best communication campaign. This offer was designed in compliance with regulations pertaining to personal data and the CNIL’s recommendations, which require individual consent in terms of online tracing. Personal data management was also developed to enable consumers to define the manner in which they choose (or not) to be solicited (vrm.mediapostcommunication.net). Media Data Live provides advertisers with a return on investment and consumer satisfaction. 5.5.4 Strategy and outlook La Poste’s strategy is focused around six development priorities and three transformation levers: f priority 1: d evelop La Poste’s market share in the corporate digital transformation segment; f priority 2: offer a simple and efficient online customer experience that converges with other postal outlets; f priority 5: develop expertise in the Big Data market; f priority 6: develop knowledge of individual customers. These development priorities are underpinned by three transformational lines of action: f industrial innovation; f priority 3: be society’s trusted digital services operator; f developing Le Groupe La Poste’s digital DNA; f priority 4: develop new business activities: cloud-based f making La Poste an innovative digital brand. service platforms; Registration document 2014 LE GROUPE LA POSTE 73 5 Overview of business activities Digital Services 5.5.4.1 Development priorities Developing the digital transformation of private corporations and public institutions In an environment where digital tools and innovation are central to modernising private corporations and public institutions, Le Groupe La Poste aims to become an indispensable player in digital transformation for corporations and public institutions from now until 2020, thanks to the Digital Services business unit, by: f providing services and solutions to digitise the business activities, support services, and the production and management processes for anywhere from small businesses to large organisations; f giving them tools to improve their customer relations. This involves, in particular, offering advertisers (customers) solutions to sell more by reaching out to consumers more accurately with the best media at the best time. In order to do this, the Digital Services business unit’s short-term priorities will be: f to accelerate Docapost’s marketing of complete ranges of HR management and financial services digitisation solutions (marketing the “HRD virtual office”, development of digitisation activities with public institutions and establishments); etc. f to develop advertisers’ marketing effectiveness by enhancing customer relations (more services on Annuaire.com, marketing of the online and offline retargeting Media Data Live platform, etc.). Developing L@Poste online In 2014, La Poste launched a major transformation and modernisation project for its digital ecosystem. This project will be gradually rolled out until the end of the first half of 2015. This project to simplify the customer online experience and to develop online commercial services has resulted in the launch of a new version of www.laposte.net and www.laposte.fr (see the previous sections) and will continue through the creation of unique customer accounts in January 2015 as well as the integration of commercial services at L@Poste on line, which is planned for June 2015. Eventually, it will help develop a mobile online commercial offering, with the other business units. 74 Registration document 2014 LE GROUPE LA POSTE Led by the Digital Services business unit and carried out in collaboration with all of the Group’s business unit s, this overhaul meets a triple objective: simplify the online customer experience, increase online sales threefold from now to 2020 and develop qualified contacts for sales forces. In 2020, Le Groupe La Poste will offer its customers and potential customers: f a unified and attractive online presence; f diversified physical and digital retail outlets (omni- channel); f a “seamless”, fluid and efficient customer pathway. Become society’s trusted digital services operator Needs related to digital trust are developing with the growth of online exchanges, accompanied by an increasing need for personal data protections. The continuing development of digital applications will depend on user confidence and a simplification in security methods. In this framework, La Poste has given itself an objective to create a “digital kit” for the public. This “basic” digital offering consists of services from Digiposte, Digital Identity and www.laposte.net. In 2020, Le Groupe La Poste aims to be France’s trusted digital services operator. Thanks to the Digital Services business unit , the Group will continue to transfer and elevate the trustworthy image that the Group enjoys in the physical world to the digital world. The business unit will grow its range of document security and authentication procedure solutions, which is a public interest mission that covers the needs of both private individuals and corporations and the public authorities’ aspirations. In the digital services domain, this consists of guaranteeing security standards which are at least as high as those to which La Poste adheres in its physical exchanges. More specifically, in the short-term, this will result in: f the marketing of an enhanced Digiposte “collector” offering – the name for the tool which automatically collects, archives and categorises official and commercial documents in a secure vault; f f u r t h e r st ra t e g i c d i s c u ss i o n s co n ce r n i n g t h e technological and marketing dimensions of digital identity. Overview of business activities Digital Services Developing service and solution platforms, specifically for SMEs and micro-businesses In 2020, Le Groupe La Poste intends to be one of the largest suppliers of digitised exchange platforms for goods and services, thanks to the Digital Services business unit. These digitised structures link together companies who offer products and services (from Le Groupe La Poste or not) and their consumers, final or not. Recording transmitted data through platforms enables to collect data and develop new offers. In order to achieve this, the Digital Services business unit’s short-term priorities are to launch a platform for professional customers (SMEs and micro-businesses) and to develop its “La Poste Digital Hub” offering (insurance, connected household, PostAccess, etc.). Making Big Data a Group growth driver With the explosion of data produced online and the related possibilities for its use through Big Data (1) technologies, all companies (and not only those originating directly from Big Data such as Google) are transforming the use and leveraging of this data into a growth driver. Beyond the contribution of Big Data technologies to the Group’s industrial business activities and customer knowledge, the challenge for Le Groupe La Poste is to become a major player in this new ecosystem for data and its monetisation. La Poste’s goal is to exploit possibilities from leveraging and using data for: f improving the efficiency of industrial mail processes. In connection with coordinating industrial business activities, new means for using data are applied to industrial mail processes to improve the efficiency of distribution processes and services up to delivery: predictive analysis and real-time analysis of postal data to optimise the distribution network or improve the processing of items pending collection; f enhancing the value proposition of the Group in connection with existing business activities. 5 Le Groupe La Poste is positioned in the area of data marketing with Mediapost Communication. Using Big Data is an integral part of the growth drivers for this business activity. The objective is therefore to combine this offering with other solutions offered by the Group, so as to provide advertisers with a coherent range of products and services (customer knowledge, prospecting and loyalty-building solutions); f conducting forward-looking initiatives to develop new services as well as develop new growth drivers. A participant in the French government’s Open Data movement since 2012, La Poste responded as a company delivering public service missions and made data pertaining to its service locations available. It has already made available its data pertaining to the post office network (as open access on www.data.gouv.fr), So Colissimo pick-up areas and Cityssimo automated lockers. In November 2014, La Poste made a new postal dataset available: the official national postal code database. This movement falls under the continued partnership signed on 14 November 2014 between IGN (National Geographic Institute), La Poste, Etalab and OpenStreetMap to build a national address database. The postal code database is a key infrastructure for the economy, society and the public service. This opens up the possibility to develop new geographic services and applications useful to citizens, companies and administrations. Reaffirming its commitment in the Open Data dynamic is important on several fronts. In particular, for Le Groupe La Poste, it means: − contributing to the new dynamics of Open Data, which, after being encouraged to make a massive amount of data available in the name of transparency, makes value creation and supporting economic strength a big development priority, − making Open Data a lever of change for the Company by considering Open Data as a service innovation process in its own right and as a new way of using and leveraging data; new local services using this data may also be introduced with the assistance of partners. The goal is for the Digital Services business unit to help the Group be a leader in the collection, processing and production of mass data by 2020, as part of the trustworthy relationship the company has with users and customers. (1) Big Data refers to the collection, processing and analysis of data traces left on the Web through new technologies, made possible by the development of IT tools. Registration document 2014 LE GROUPE LA POSTE 75 5 Overview of business activities Digital Services Unifying and developing knowledge of individual customers In an environment where knowledge of individual customers is a key component of technological and commercial development, Le Groupe La Poste has begun developing a high-priority shared project (PPC) with cross-functional interest aiming to converge the Group’s various individual customer databases. 5.5.4.2 Levers of internal change The objectives of this lever are as follows: f develop digital cultures and practices; In order to support these changes, La Poste is taking actions to raise awareness among its employees in order to allow them to better understand digital trends, and above all, take full advantage of the resulting opportunities and transformations: a day devoted to “digital culture and practices”, simple modules providing an introduction to digital knowledge and practices for Network counter clerks, the Lab Postal from December 2014 which partly focused on the internal transformation programme; f develop collaborative approaches and tools; Making La Poste a player in industrial innovation In an environment where innovation – digital or otherwise – is a fundamental component of not only growth, but also corporate sustainability, the Digital Services business unit has received, under the “La Poste 2020: Conquering the Future” strategic plan, a mission to lead La Poste’s various innovation structures and programmes, and in particular: f the subsidiary Start’in Post, a start-up incubator since May 2014 (see Chapter 5, Section 5.5.2), which aims to help develop revenue in the operational entities by making equity investments in promising start-up s . Through an application selection process, La Poste aims to conduct 24 business tests, then make them a reality as viable start-ups; f the Aboukir project will combine La Poste’s digital environment with the Corporate Garage model developed by several large groups, which involves combining the critical mass of large groups and the agility of start-ups to develop new products. Developing Le Groupe La Poste’s digital DNA Digital technology impacts all dimensions of a company: strategy, organisation, management, working methods, social relations, customer, partner and supplier interactions, etc. La Poste is convinced its digital transformation will be driven by its employees. For that reason, a major internal priority for transformation has been developed around three flagship projects: the construction of a corporate social network called TREDUNION, the roll-out of a multiyear programme to raise awareness, train and specialise digital service jobs and the creation of a collaborative digital workstation. 76 Registration document 2014 LE GROUPE LA POSTE New forms of exchanges and communities are being spontaneously created in professional areas. Corporate social networks make up a source of opportunities, exchanges and creativity. There are therefore a number of collaborative initiatives underway in Le Groupe La Poste. By way of example: − in 2012, La Banque Postale created a customer listening platform in order to test and communicate with customers on new products and services, − La Banque Postale is working on the development of a collaborative approach for 550 senior executives as a first step before being extended to the 3,000 managers, − 3,000 employees are already trying out the work online through the corporate social network TREDUNION. 50% of the groups created on this corporate social network are dedicated to supporting an operating activity. Starting in 2015, the test phase for TREDUNION will be expanded to 25,000 employees; f facilitate the emergence of new ways of working. New uses are also reflected by the arrival of new terminals: smartphones, tablets and other personal devices. La Poste is modernising its infrastructure and adjusting the employee equipment policy in order to integrate this multichannel information and to support this growth driver of digital culture: − in 2014, tests were conducted to equip post offices with touch screen tablets to enable the counter clerks to assist customers in their post office tasks. − with the Facteo project (see Chapter 5, Section 5.1.3.6), the Group is equipping Mail operational staff with mobile terminals. − eventually, between 2016 and 2020, a unified collaborative workstation, including a message centre, office software, archiving applications, etc. will be implemented for all Group employees. 5 Overview of business activities Real Estate Making La Poste a leading digital brand Le Groupe La Poste must adopt a strong digital positioning supported by an ambitious visibility programme. Certain actions already initiated were strengthened in 2014 while others are in the pipeline to support the Group’s digital activity. The main drivers are: f offline and online communications initiatives focusing on internal and external audiences to promote Le Groupe La Poste’s position as a player operating in both digital and traditional channels. The Group has implemented communications initiatives internally across its network of public outlets, in the Group’s proprietary media and externally, thanks to brand image partnerships, social media and press relations. For example, La Poste built a partnership which created a strong presence at the “Le Web” event in December 2014; social media presence was recognised by specialised media in 2014, notably in the area of community management; 5.6 f actively contributing to the digital ecosystem and exercising a strong role as innovator by developing partnerships with start-ups, associations, institutions (Government entities, municipalities, universities, etc.). Le Groupe La Poste’s role in French Tech (coordinating applicants from the digital services industry in the area of labels, granting locations to start-ups, skills-based sponsorship, etc.) are examples of this; f maintaining a proximity with public authorities to accelerate the digital transformation of La Poste ecosystem and participate in the construction of a national digital policy. La Poste is a visible stakeholder in the political ecosystem and actively contributes to addressing the major digital issues facing the government. For example, La Poste intervenes as a signatory member of the Silver Economy Charter. Le Groupe La Poste is also a member of a group brought together by the CNIL, the French data protection authority, to establish digital education as a “major national priority” in 2015. Real Estate 2014/2013 change 2014 2013 amount 843 854 -11 -1.3% 11 9 +2 +23.8% Intercompany revenue 832 846 -13 -1.6% (a) 60 130 -71 -54.3% (€ million) Revenue External revenue OPERATING PROFIT % (a) Operating profit/(loss) after share of net profit of companies under joint control (application of IFRS 10 and IFRS 11 as at 1 January 2014. A pro forma income statement was created as at 1 January 2013). The decrease in operating profit after joint control is primarily due to the decline in gains on disposals (see Chapter 10, Section 10.3.7.1). 5.6.1 Introduction Real estate is a strategic division for Le Groupe La Poste and is key to the challenges associated with: 5.6.1.1 A very large property portfolio f the development of the business unit s’ industrial Distributed throughout France, Le Groupe La Poste’s real estate portfolio is one of the largest in France. The portfolio has assets throughout the country, reflecting the public service mission of Le Groupe La Poste with regard to regional planning and development (at least 90% of the population of a department must be within 5 km — 20 minutes — of a public postal services outlet). facilities; f customer reception; f local coverage; f employee working conditions; f the Group’s efforts with respect to responsible development; f economic and financial performance. Registration document 2014 LE GROUPE LA POSTE 77 5 Overview of business activities Real Estate Completely atypical, it includes widely diversified assets in terms of size, type and usage. It consists of large industrial platforms, small and medium retail spaces and commercial premises. To illustrate, the smallest asset (the Eiffel Tower post office) has an area of 9 sqm, and the largest, such as the Industrial Mail Platform (PIC) in Wissous or the Louvre post office, are as large as 39,000 sqm. 5.6.1.2 The Real Estate Division The real estate division, which has around 1,000 employees imbued with a dual real estate and postal service culture, is determinedly positioned as a partner for the Group’s growth momentum. It is made up of: f Le Groupe La Poste’s Real Estate Department, which The Group’s real estate assets have unusual characteristics in terms of size. Its 6.8 million square metres, 59.5% of which is directly owned, correspond to 23,000 leases managed. L a s t ly, t h e s p e c i f i c f e a t u re o f t h i s co m p le x o f 11,662 buildings resides in the number of people who come through its doors every year: in 2014, 85% of the French population stated that they had visited their post office at least once to carry out postal or banking transactions. Beyond these aspects, the real estate assets of the Group represent considerable financial stakes. In fact, real estate accounts for a substantial amount of operating expenses (rent and rental charges), as well as the largest fixed-asset item on the Group’s balance sheet, valued at €4 billion in the Group’s 2014 accounts. sets out and oversees the Group’s real estate policy; f Poste Immo, a wholly-owned subsidiary of the Group, which implements the Group’s real estate policy and takes on the responsibility of property ownership. Poste Immo was founded in 2005 to turn real estate into a value creation tool for the Company and to underpin the performance of the business units. It performs its business for the Group’s business units with the goal of reducing their real estate costs and supporting them in their development. As the entity responsible for managing the Group’s real estate assets, as a service provider and as a real estate developer, Poste Immo develops real estate operations and supports the Group business units in their real estate discussions. With its 12 regional departments, Poste Immo is active across the country, working as closely as possible with the Group business units, elected officials and stakeholders. In 2014, Poste Immo and the Real Estate Department renewed their ISO 9001-2008 certification for all of their services and business activities. 5.6.2 Challenges and strategy Since its creation in 2005, Poste Immo has fully exercised its role of increasing the level of professionalism in real estate management by investing and modernising the portfolio. This has in turn contributed to generating cash for the Group and financing capital expenditures from the resulting disposals. The cash generated by disposals and the surplus internal cash have enabled the Group to finance construction works amounting to over €3.2 billion since 2005. Poste Immo has facilitated the process of reclaiming space for the business unit s, accelerating work devoted to optimising areas and contributing to real estate cost controls for business units, while ensuring the transparency of actual costs. Optimising space occupied by the business units launched in 2009 made it possible to reclaim 1,126,000 sqm and generated recurrent annual savings for rent and property charges for the Group. by pursuing joint-development initiatives, by becoming a key provider in urban logistics services or by offering project development and property portfolio management services to new customers. In order to overcome challenges relating to performance and service, innovation and openness, to confirm its position as the key real estate partner for Le Groupe La Poste and its business units, Poste Immo has defined five strategic focus areas: f strengthening operating performances for improved customer service; f actively participating in the forward momentum of Le Groupe La Poste and its business units; f fuelling growth by innovation and leveraging its strengths; In an particularly difficult environment for the Group’s different business units, Poste Immo must, on the one hand, continue to support them in new challenges: quality of service, reducing costs, network changes, new markets, and on the other hand, also find external growth opportunities, 78 Registration document 2014 LE GROUPE LA POSTE f making commitments in favour of responsible development and workplace quality of life; f enhancing practices and developing cooperation and trust between employees, customers and stakeholders. Overview of business activities Real Estate Embedded in the Group’s strategy in order to anticipate the business units’ future needs, Poste Immo’s strategy has its challenges boosted by three of the Group’s high-priority shared projects – energy transition, urban logistics and modernising public action. To implement this strategy, to make real estate simpler for its customers and to deliver support and services to the business units at the highest market standards, Poste Immo is positioning itself as the entity that manages the Group’s real estate assets, as well as a service provider and real estate co-developer. 5.6.2.1 Challenges as the Group’s entity responsible for managing the Group’s real estate assets Managing the Group’s real estate assets meets the Group and its business unit s’ real estate needs in order to support their strategy. It manages and enhances the value of the directly-owned real estate portfolios and ensures investment returns in line with market expectations. Since 2005, Poste Immo has reduced the size of Le Groupe La Poste’s portfolio of directly-owned properties by 20%, supported its modernisation strategy and helped update the portfolio in line with new uses. In 2014, €231 million worth of investments were made in the portfolio and 201 asset disposals were signed. Poste Immo is also securing strategic locations for Le Groupe La Poste, building a future high-performance real estate network and readying itself to build an urban logistics offering in France’s major cities. Since 2014, the first “Pickup Station” automated lockers for parcel pick-up and drop-off have been installed in post offices in Paris, Lyon and Bordeaux in order to develop a delivery method that is adapted to the expectations of consumers and e-retailers and adapted to the complexity involved in delivering items in urban hotspots (1). Post offices in urban hotspots have a real advantage, both in terms of location and also in terms of harnessing influxes of people, and are therefore an attractive target for installing lockers for parcels. From now until 2016, approximately 450 lockers will be installed in the post offices located in major cities. Considering the challenges pertaining to cities and regions changing, Poste Immo assists the Group with its future real estate locations and is readying itself to create a real estate offering for urban logistics. Poste Immo is an active contributor in the “Urban logistics and metropolises” high-priority shared project. This structural project must, in particular, enable Le Groupe La Poste to define a strong, cross-functional vision of its real estate needs and priorities. For Poste Immo, operator, real estate service 5 provider and owner of Le Groupe La Poste assets, much is at stake. Identifying strategic assets downtown that could accommodate logistics activities and launching a trial period will enable Poste Immo to offer concrete and new real estate solutions to Group entities and potential external customers. 5.6.2.2 Challenges as a service provider Poste Immo is responsible for advising the business units with the development of their real estate site location strategy and for helping them cut their real estate expenses. Poste Immo is the contact for the Group’s business units to anticipate their real estate needs and to assess the upstream potential for the most efficient use of assets used in both the directly-owned portfolio and in the rental portfolio. The reduction of under-occupied or vacant spaces is the key to decreasing real estate costs. Despite annual rent index-linking according to benchmark indices, for the first time in 2014, the amount of the Group’s rent declined. Given the challenges pertaining to cities and regions changing, the Group has tasked Poste Immo with getting involved in discussions with economic players regarding future locations. In 2014, a pilot project was led in Aquitane to help the Services-Mail-Parcels business unit adapt the portfolio to its new industrial needs by limiting the Group’s costs. Other pilot projects were carried out in 2014, notably on the layout and location of post offices in Lyon and Le Havre and on urban logistics in several cities. The Group intends to roll out these projects throughout the entire country in 2015. Poste Immo is also testing out changing its portfolio of post office buildings in order to adapt to the Group’s structural changes, while also optimising surface area, inter-business unit synergies and working on quality of life at work. Poste Immo is responsible for property management. It is responsible for ensuring that leases are respected and secure, for optimising the related cash flows, and for ensuring that the contractual terms and provisions are properly applied. In 2014, after analysing all of the rent from the portfolio of directly-owned properties, those presenting a gap with market rents in one way or another were adjusted. This process enabled the business units to make economic decisions in line with the real estate market in favour of on-site occupancy or relocation. Managing the operation also guarantees owners a multiannual major repairs programme and guarantees tenants the use of the leased surface areas in line with their needs. In 2014, the continuous attention to maintaining the value of the assets led to 2,403 technical upkeep and maintenance operations being carried out. It provides users with advice on performance and energy optimisation. As a pioneer, (1) Downtown areas in large metropolitan areas. Registration document 2014 LE GROUPE LA POSTE 79 5 Overview of business activities Real Estate via the signing of five “green off-plan leases (1)” for new HEQ and energy-saving sorting platforms with Mail since January 2010 — these leases arrange for the landlord and lessee to share responsibility for the additional costs relating to improving buildings’ energy performance compared with the standard in effect at the time — Poste Immo has now signed nearly 190 green appendices. 38 of these appendices relate to the regulatory scope (leases for premises used as offices or for retail outlets with a surface area of over 2,000 sqm), while 151 relate to the full scope (i.e. the implementation of the green appendix with regard to the building). In conjunction with this, for the rental property portfolio, measures have been undertaken vis-àvis lessors. Poste Immo has in this way taken the initiative of proposing them model green leases. Every year, a Green Lease Committee meeting is held in all of the buildings involved with the environmental appendix so that tenants and owners can discuss the building’s energy performance. Three indicators are regularly monitored to keep abreast of changes in a building’s energy performance: energy consumption (electricity, gas, etc.), water consumption and waste production. Based on this assessment, tenants and owners commit to an action plan aiming to improve the building and rented locations’ energy and environmental performance. These actions pertain in particular to raising occupants’ awareness of eco-friendly practices, optimising the building’s equipment functioning and the matter of replacing and improving certain machines or equipment in the building. The Louvre post office renovation project, the restructuring of which was entrusted to the Dominique Perrault Architecture (DPA) group, is an example of Poste Immo’s real estate development activities. The renovation of this emblematic building that Poste Immo manages for the Group will not only modernise the already existing postal business activities, but will also accommodate public services, offices, social housing and a hotel. The building permit was obtained in November 2013. The partner chosen to create the hotel and its operation is a group consisting of the Elegancia Hotels, GLT-KONG and Novaxia, which were named in May 2014. Real estate project development operations (residential, office, commercial) have begun in order to add value to La Poste’s real estate assets to be disposed of or vacant. The first projects pertaining to very important buildings (such as Issy-les-Moulineaux and École militaire in Paris) and led by specialised partners were delivered in 2014. The Zenora building in Issy-les-Moulineaux received the Pyramide de Vermeil, which is considered the National Grand Prize for corporate real estate, and the Gold Pyramid awarded by the French Federation of Real Estate Developers. This building, which has remarkable environmental capabilities, is also an illustration of the Group’s policy to convert postal brownfield sites, which present challenges in terms of value for the company as well as economic and social challenges for city construction. In the regions, equity investments were made in companies whose purpose is the renovation or construction of real estate developments in Lyon, Rennes and Fort-de-France, in preparation for their resale. 5.6.2.3 Challenges as a co-developer This activity embodies the industrial and commercial strategies of the Group’s business units and enhances the value of the directly-owned real estate portfolios through the deployment of responsible, innovative and efficient real estate projects. In this context, Poste Immo has implemented programmes of various sizes and types, as well as programming, feasibility, and assembly studies and purchases of services and supplies in order to reduce costs and delays. 2014 was characterised by the delivery of 1,760 operations, and 89% of directly-owned public access buildings are now accessible to people with reduced mobility. (1) BEFA: “Bail en l’Etat Futur d’Achèvement” (off-plan lease agreement). 80 Registration document 2014 LE GROUPE LA POSTE 5.6.2.4 Challenges pertaining to sustainable development Poste Immo operates as part of a responsible development policy, with its key goal being the improvement of the real estate business performance by safeguarding asset values (i.e. anticipating future market standards, audits and green ratings, scheduling property upgrades, etc.) and by offering innovative and financially efficient solutions (e.g. environmental outbuildings, promotion of renewable energies, etc.). All new construction corresponds to BBC/ HQE standards (Low Energy Consumption Building/High Overview of business activities Regulations Environmental Quality), with the key challenge being the upgrading of the old portfolio, of which 50% is over 50 years old. Poste Immo has begun reviewing the energy renovation potential of its strategic buildings, as well as experimenting with simple schemes and action plans that can be adjusted for the entire real estate portfolio, and first of all for facilities where a green lease has been signed, prior to rolling them out. In 2013, Poste Immo signed an Energy Efficiency Charter for public and private office buildings, and in May 2014, made a commitment to improve the energy performance of its directly-owned properties with more than 5,000 sqm by 25% by 2020. Poste Immo has actively undertaken to adopt a proactive approach to the energy performance of its real estate portfolio and 5.7 5 has reaffirmed its commitment to remain a key player in this area. Furthermore, since May 2012, 45 photovoltaic units were commissioned in Poste Immo buildings under a partnership arrangement. Lastly, Poste Immo tasked GEOPLC with collecting and validating Energy Savings Certificates (CCE) for several development plans and is developing active responsible procurement policies in the areas of sustainable development and energy management. Bolstered by its achievements within the Group, Poste Immo is striving to gradually enter the external market by offering service provisions (portfolio management and property development management) and new energy efficiency renovations offerings. Regulations Le Groupe La Poste entities are subject to a wide range of regulations in the course of their business activities. La Poste is in particular subject to EU legislation on postal services, which has been transposed into French law. Le Groupe La Poste has to comply with regulations governing the transport and forwarding staff businesses, regulations governing the banking sector, and regulations governing telephone services. 5.7.1 Le Groupe La Poste is also subject to a series of specific provisions relating to its public service missions. The following summary of legislative or regulatory provisions is not intended to provide an exhaustive description of all the legislative and regulatory provisions governing Le Groupe La Poste. Regulation of Le Groupe La Poste’s business activities From a regulatory perspective, Le Groupe La Poste’s business activities fall into the following main categories: f postal business (mail/parcels), the Group’s traditional business activities; f express-related activities (express parcel business) through GeoPost subsidiaries; f banking activities, via its La Banque Postale subsidiary; f since 2011, mobile telephone activities through La Poste Telecom. 5.7.1.1 Related postal business sector, which ended with the market completely opening up to competition on 1 January 2011. The 15 December 1997 Directive notably sanctioned the provision of a Universal Postal Service within the EU. The Universal Service, provided in France by La Poste, conceived as a right of access to postal services for users, encompasses a minimum range of services of specified quality which must be provided in all Member States at affordable prices for the benefit of all users, irrespective of their geographical location (see Chapter 5, Section 5.7.2.1). The transposition into French law of these European Directives was: f by French Act No. 2005-516 of 20 May 2005 on the The provisions governing the development of the EU internal market for postal services were set out in an initial directive of 15 December 1997 (97/67/EC). This was supplemented by the Directives of 10 June 2002 (2002/39/EC) and of 20 February 2008 (2008/6/EC). These directives were also responsible for the gradual deregulation of the postal regulation of postal business, which partially deregulated the market for items of correspondence and defined the regulatory framework, including the creation of ARCEP (Autorité de régulation des communications électroniques et des postes — the French regulator of the electronic communications and postal sectors); Registration document 2014 LE GROUPE LA POSTE 81 5 Overview of business activities Regulations f via Act No. 2010-123 of 9 February 2010 regarding the La Poste public sector company and postal services (codified in Articles L. 1 et seq. of the French Postal and Electronic Communications Code (CPCE)) which ended the protection of the sector, and adjusted the regulatory framework on 1 January 2011. The granting of the licence requires an express decision by ARCEP. La Poste holds a licence covering: f items of correspondence including delivery; f postage of outward cross-border items of correspondence. 5.7.1.1.1 Definition of postal service Postal services are deemed to include the collection, sorting, shipping and delivery of postal items as part of regular rounds. In addition, a postal item is any item to be delivered to the address indicated by the sender on the item itself or on its wrapping, including in the form of encoded geographic coordinates and presented in the final form in which it is to be shipped. Postal items include books, catalogues, newspapers, periodicals and postal packages containing merchandise with or without commercial value. Lastly, an item of correspondence is defined as a postal item that weighs up to 2 kg and contains written communication on any kind of physical medium, excluding books, catalogues, newspapers or periodicals. All these provisions are set out in Article L. 1 of the CPCE. 5.7.1.1.2 The system of prior authorisations The postage of items of correspondence is a regulated business activity subject to prior receipt from ARCEP of an operating licence. Up to 31 December 2010, this licence, which is renewable and non-transferable, was issued for a period of 10 years and only related to the postal services outside La Poste’s reserved sector. Since Title II of the Act of 9 February 2010 took effect on 1 January 2011, ARCEP issued a licence for a period of 15 years, which covers all items of correspondence (Article L. 3 of the CPCE), given that the protected sector has been dismantled. The procedure to grant authorisations as well as applicable obligations for authorised service providers are defined in decree No. 2006-507 dated 3 May 2006. The request for authorisation must contain a certain amount of technical, financial and commercial information pertaining to the applicant and its business activity. In addition, postal service providers must apply for a licence to post items of correspondence domestically and/or cross-border. These provisions are codified in Articles R. 1-2-1 et seq. of the French Postal and Electronic Communications Code. 82 Registration document 2014 LE GROUPE LA POSTE This licence was issued for 10 years pursuant to ARCEP Decision No. 06-1091 dated 26 October 2006. In addition, the Act of 20 May 2005 designated La Poste as the service provider responsible for the Universal Postal Service. The Act of 9 February 2010 reaffirmed the award of this mission to La Poste, for a period of 15 years as from 1 January 2011 (see Chapter 5, Section 5.7.2.1 et seq.). 5.7.1.1.3 Rights and obligations relating to the licence La Poste, like all postal service providers licensed to provide postage services for items of correspondence, is required to fulfil a series of obligations relating to: f guaranteeing the safety of users, staff and facilities; f g u a r a n t e e i n g t h e co n f i d e n t i a l i t y o f i t e m s o f correspondence and the integrity of their contents; f providing user access to a simple, transparent and free claims procedure; f ensuring data and privacy protection; f meeting the goal of protecting the environment as regards the implementation of the technical aspects of the services. These obligations which, in particular, consist of introducing rules for identifying employees, measures to ensure the confidentiality of correspondence, in addition to arrangements for implementing claims processing procedures, are detailed by a Ministerial Decree of 3 May 2006. All these obligations were supplemented by the Act of 9 February 2010. Now, any postal service provider holding an authorisation must also: f guarantee the neutrality of the postal services with regard to the identity of the sender and the nature of the postal items; f guarantee access to the services and facilities for people with disabilities in line with the provisions of Article L. 111-7-3 of the French Building and Housing Code; Overview of business activities Regulations f comply with legal and contractual obligations related to employment rights and applicable social security legislation, notwithstanding the special provisions applying to those who may have state employee status; f respect public order and national defence related obligations. In addition to these obligations, service providers licensed by ARCEP are entitled to access private letterboxes in order to be in a position to deliver postal items. 5.7.1.1.4 Access to essential resources Where it proves necessary to protect the interests of users and/or to promote genuine competition, Member States are required to provide transparent and nondiscriminatory access to certain aspects of the postal infrastructure deemed essential to the carrying on of a business. La Poste’s essential resources were introduced by the Act of 20 May 2005 (codified in Article L. 31 of the CPCE) transposing the provisions of Directive 97/67/EC. They consist of access to the postcode system, the address database, PO boxes, letterboxes, information on address changes, a forwarding and return to sender service. In this respect, in France, any operator licensed to post items of correspondence has access, on transparent and non-discriminatory terms, and on the technical and pricing terms and conditions set out in the related agreements signed with La Poste, to the following essential resources: f the postcode index matching these codes to geographic details such as streets and addresses; f the information collected by La Poste with respect to changes of address; f a forwarding service in the event of a change in the recipient’s address; f a delivery facility or service for PO boxes installed in post offices. ARCEP is informed by La Poste of the technical and pricing terms and conditions on which service providers can access the essential resources and is notified of any agreements entered into in this respect. 5 5.7.1.1.5 The liability regime Postal service providers are subject to a special liability regime. This regime provides that the liability of postal service providers shall be governed by Articles 1134 et seq. and 1382 et seq. of the French Civil Code with respect to losses and damages arising in the course of the service and in the event of the delayed delivery of a postal item, if the service provider has committed to a shipping time for this postal item (Articles L. 7 and L. 8 of the CPCE). Compensation is set by Decree No. 2006-1020 of 11 August 2006, which provides for maximum compensation with regard to the nature of the items and the postal charges. Accordingly, compensation payable by postal service providers as a result of the loss or damage of postal items, other than parcels, may not exceed: f for ordinary items, a sum equal to twice the postage price; f for items that the sender has asked to be tracked from drop-off in the service provider’s network to delivery, a sum equal to three times the postage price; f for items subject, in accordance with the terms and conditions laid down by decree of the minister responsible for postal services, to procedures attesting to their postage and delivery, the sum of €16; f for insured items, the insured amount. In the case of the loss or damage of postal packages, the maximum compensation is €23 per kg of merchandise lost or damaged (the gross weight shall be the weight of the merchandise plus the wrapping). The decree also sets out the period after which a postal item that has not been delivered to its recipient should be considered lost (40 days from the date on which it is dropped off in the service provider’s network). The compensation that may be payable by postal service providers as a result of a delay in delivering postal items entrusted to them may not exceed the postage price. Registration document 2014 LE GROUPE LA POSTE 83 5 Overview of business activities Regulations 5.7.1.1.6 Reporting requirements Under Article L. 135 of the CPCE, licensees must provide ARCEP with annual statistics on the use, coverage area and terms and conditions of access to their service. This reporting in particular includes items relating to the nature and volume of the various postal services for which they are licensed. ARCEP is also empowered to carry out expert assessments, undertake studies, collect data and carry out all forms of reporting on the postal sector. As part of this reporting obligation, ARCEP is required to make a decision every year with respect to carrying out an annual survey designed to: f ensure that all sector stakeholders and consumers are kept informed by publishing aggregate indicators on the main postal sector segments; f provide the necessary data for public policy reviews and in particular ARCEP’s work with respect to the implementation of applicable regulation; f assess the effect of its decisions on the market as a whole. These surveys are published on ARCEP’s website as part of the Annual Observatory of Postal Business. 5.7.1.1.7 ARCEP’s authority ARCEP is empowered to settle disputes arising from the performance of postal service activities. This consists of powers to settle disputes and arbitration powers. ARCEP may be called upon to settle a dispute when it involves an agreement to access essential resources (see Chapter 5, Section 5.7.1.1.4), or involves entering into or performing agreements that vary from the general terms and conditions of the Universal Service offering for items of correspondence. Where the dispute falls outside the scope of the dispute settlement procedure, ARCEP may be called upon to conciliate. In addition, ARCEP can, on its own initiative or at the request of the Minister responsible for postal services, a professional body, a recognised user group, an affected individual or legal entity, Universal Postal Service provider or licence holder, decide to hand down penalties against a Universal Service provider or a licence holder. ARCEP may only hand down penalties having given the interested party Registration document 2014 Following the unconstitutionality of the previous procedure, ARCEP’s authority to sanction was modified by the order of 12 March 2014, which introduces a new sanction procedure for the postal and electronic communications sectors. The new provisions of the Postal and Electronic Communications Code organises the separation of the prosecution and ruling functions by entrusting them to distinct members of the Authority’s Board. A party composed of four members of the Board, including the Chairman of the Authority, is expected to take on decisions relating to opening proceedings, orders, settling disagreements and inquiries, and a party of three other members of the Board is expected to take on decisions pertaining to sanctions. The penalties available to ARCEP are as follows: f a warning; f cutting a year off the length of the licence; f suspending the licence for at most one month; The ARCEP members designated in the decision are the only ones authorised to receive and process individual information collected in the course of this survey. 84 formal notice to comply with its obligations within a specific deadline. LE GROUPE LA POSTE f withdrawing the licence; f a fine, the amount of which is proportional to the seriousness of the breach, the position of the interested party, the scale of the damage and the amount it benefited from it, subject to a 5% maximum of net revenue for the most recently ended financial year, this threshold being raised to 10% in the event of a further infringement. ARCEP cannot be summoned regarding events dating back more than three years, if no effort has been made to identify them, ascertain their veracity or penalise them. Lastly, the sanctions imposed by ARCEP are the subject of substantiated decision, the concerned party shall be notified of them and they may be rendered public in publications, newspapers or public communications departments through an electronic means chosen by the restricted party, in a format and for a duration proportionate to the sanction imposed. They may be cause for an administrative appeal and an application for a suspension filed in line with the provisions of Article L. 521-1 of the French Administrative Justice Code with the French Council of State. In addition to these powers, since the effective introduction of Title II of the French Act of 9 February 2010, ARCEP has additional powers with respect to the processing of claims by postal service users where these claims have not been resolved under the procedures put in place by the licensed postal service providers. Overview of business activities Regulations 5.7.1.2 Express-related business activities Through GeoPost’s subsidiaries, La Poste operates in the express parcel service business. These subsidiaries operate mainly as freight forwarding staff or road hauliers. These two activities are governed by specific regulations. 5.7.1.2.1 Conditions governing the performance of transport and freight forwarding activities The conditions governing the exercise of freight transport activities are mainly laid down at the European level by Regulation No. 1071/2009 of 21 October 2009 and at the national level by the Act of 30 December 1982 on domestic transport and Decree 99-752 of 30 August 1999, and amended by Decree No. 2011-2045 of 28 December 2011. The conditions governing entry into a forwarding staff member business are mainly laid down in the French Act of 30 December 1982 on domestic transport and French Decree No. 90-200 of 5 March 1990 on the performance of forwarding staff member activities. The latter differs from the transport operator in that it organises and arranges for the carrying out, under its responsibility, of the various freight transport phases, without actually transporting them itself or without transporting them the whole way. Companies operating in the road freight transport sector in France using motorised vehicles must possess an administrative authorisation to exercise such an activity and be registered as well in the national register of road transport undertakings (registre des transporteurs). For the issuance of the administrative authorisation and registration, four conditions must be met: undertakings are stably and genuinely established, financial standing, good repute and professional ability. The financial standing criterion means that the Company must have equity or guarantees of at least €1,800 for the first vehicle with an average authorised weight of up to 3.5 tons, and €900 for each subsequent vehicle. For vehicles above 3.5 tons, these amounts are increased respectively to €9,000 and €5,000. The integrity criterion must be satisfied both by the Company’s legal representative(s) and the person responsible for the management of the transport activity. 5 The condition of professional ability concerns the Company’s transport manager who must hold a certificate of professional ability. This status is obtained by the possession of certain diplomas, a specific examination or justification of professional experience. Companies exercising the profession of freight forwarding staff in France must be registered in the national register for freight forwarding staff (registre des commissionnaires de transport). Such registration is subject to compliance with the two criteria mentioned above of professional standing and professional competence. 5.7.1.2.2 Conditions governing the performance of road transport and freight forwarding activities The freight road transport company must possess an EU licence if it engages in transport using vehicles with a maximum authorised payload above 3.5 tons and a national transport licence for vehicles under 3.5 tons. These administrative authorisations are valid for 10 years and subject to renewal. A certified copy of the administrative authorisation required must be carried on board the corresponding vehicle. Furthermore, operating a freight transport business in France requires a number of documents, and namely the bill of loading and tracking document. The bill of loading, which is mandatory on board for any vehicle, contains a series of compulsory information regarding the sender, the recipient and the freight being transported. It may be produced by the forwarding staff member, when applicable. The tracking document must be filled in as the transport is performed. This document, which is duly signed by the remitter or its representative and kept in the vehicle, indicates the arrival and departure dates and times of the vehicle both at the loading location and the unloading location. The freight forwarding staff member is required to maintain a register in paper or electronic form for road freight forwarding or consolidation services including information about the shipper, recipient, road haulier and the service. In addition, a summary of the load indicating the inventory of the consolidation batch must be prepared by the consolidator forwarding staff member. Registration document 2014 LE GROUPE LA POSTE 85 5 Overview of business activities Regulations 5.7.1.3 Banking activities 5.7.1.4 Mobile telephone services business activities La Banque Postale, a wholly-owned subsidiary of La Poste, is a public limited company with an Executive and Supervisory Board, authorised to operate as a bank by the CECEI (Comité des établissements de crédit et des entreprises d’investissement—Credit Institutions and Investment Firms Committee) in 2005 and registered as an insurance broker by ORIAS (Organisme pour le registre des intermédiaires en assurances — the Register of Insurance Brokers). In this respect, La Banque Postale targets all customer segments and provides a comprehensive banking, financial, savings and insurance offering: f banking services: bound by CCP and payment services, overdraft facilities, real estate loans, consumer credit, corporate loans and loans to local authorities; f financial instruments: investment account management, investment of financial securities including units or shares in UCITS, and futures; f savings products: savings products subject to special tax regimes and unregulated savings products, employee savings products, insurance linked products. It also offers payment services unconnected with a bank account, such as postal money orders, money transfers, cash foreign currency exchange and travellers’ cheques. Bank transactions, transactions associated with bank transactions, investment services and services associated with investment services, savings products and cash foreign currency exchange are regulated by the French Monetary and Financial Code. Insurance products are governed by the French Insurance Code. These codified provisions, supplemented by un-codified legal and regulatory provisions, govern the business activities of La Banque Postale in their respective fields. Moreover, La Banque Postale is also subject to oversight by professional authorities: French Prudential Oversight Authority (ACP) and French Financial Markets Authority (AMF). On 14 October 2010, La Poste Telecom declared itself as an operator with ARCEP to conduct two business activities: telephone services to the public (direct transfer of voice in real time between land line or mobile users) and services other than telephone service (electronic communication services). The telephone service that La Poste Telecom provides the public is mobile. However, La Poste Telecom is a mobile telephone operator that does not have specific authorisation for the use of radio frequencies. As such, it is an MVNO (Mobile Virtual Network Operator). SFR is the “host” network operator of La Poste Telecom. An agreement to provide access was signed in early 2011 for the supply by SFR to La Poste Telecom of wholesale mobile electronic communications services (voice, SMS, data) across metropolitan France. Thus, La Poste Telecom, through its access agreement, benefits from the interconnections negotiated by SFR with all mobile and fixed-line operators. End-to-end mobile voice services are provided by SFR with a quality of service equivalent to that offered by SFR to its own customers for comparable services. In addition, insofar as that La Poste Telecom benefits from a simple provision of access, it is primarily SFR that is bound by regulatory obligations regarding interconnection. Since registering with ARCEP, La Poste Telecom has enforced the rights and obligations attached to the establishment and operation of public networks on the basis of Article L. 33-1 of the French Postal and Electronic Communications Code (CPCE). Meanwhile, La Poste Telecom has the right to engage in the aforementioned activities of public telephone service and services other than telephone service as well as the right to be issued blocks of numbers by ARCEP. La Poste Telecom is subject to the rules relating in particular to: f conditions governing the consistency, quality and availability of service; f conditions of confidentiality and neutrality with regard to the messages transmitted and information related to communications; f regulations governing health and environmental protection; f free routing of emergency calls; f funding of Universal Electronic Communications Service. 86 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Regulations 5.7.2 5 Regulations applicable to public sector missions La Poste is tasked with four public service and public interest missions, defined in Article 2 of the French Act of 2 July 1990, as amended: f the Universal Postal Service; f the contribution, through its network of public outlets, to regional planning and development; f press transportation and delivery; f banking accessibility. On 22 July 2008, the French government and La Poste signed a public service agreement for the period between 2008 and 2012. This agreement set out the conditions underpinning the new framework governing the performance of the public service missions. An amendment signed on 14 February 2012 confirmed the quality of service goals for 2011 and 2012 with regard to services falling within the scope of the Universal Service mission. f banking accessibility mission: this mission is confirmed. A study on its potential development is in progress by the General Inspectorate of Finance and the General I nspectorate of Social Affairs. The purpose of this initiative is to shed light on the work on the extension of the mission beyond 2014; f regional planning mission: the agreement sets out the guidelines for the “new local postal coverage agreement”: continuing the renovation of the post offices, and developing partnerships, by giving priority to innovation and digital technology. The agreement for the period between 2014 and 2016 was signed on 16 January 2014 by the French Mayors’ Association (Association des Maires de France), the French government, and La Poste. f maintaining a broad scope of public service missions A 2013-2017 Business Contract Monitoring Committee chaired by Emmanuel Macron, Minister of the Economy, Industry and Digital Data, met on 31 October 2014 in the presence of Philippe Wahl, Group executives and stakeholders such as trade unions, consumer associations, the postal industry regulator. During this first meeting, the Monitoring Committee mentioned the French government's, La Poste's and all of the stakeholders’ commitment to carrying out and ensuring the sustainability of the public service missions entrusted to Le Groupe La Poste. The high level of service quality ensured by La Poste in carrying out its public service missions was noted by all stakeholders. assigned to La Poste: Universal Postal Service, press transport and delivery, banking services accessibility and regional planning; The public service missions assigned to La Poste are dealt with in turn in the following sections. The undertakings given by La Poste and the French government were redefined by the “2013-2017 Public Service Agreement” which was approved by the Group’s Board of Directors on 22 April 2013, and signed by the stakeholders on 1 July 2013. This agreement provides for: f further reinforcement in the quality of service objectives (Priority Mail, Registered Letter and Green Mail); f missions adapted to meet users’ expectations and technological advances (online letter, range for sending small items); f implementation of corporate citizenship engagements in favour of the development of regions and companies, the most disadvantaged persons, the development of the digital society and corporate social responsibility initiatives. 5.7.2.1 Universal Postal Service mission The French Act of 20 May 2005 designated La Poste as the service provider responsible for the Universal Postal Service mission. The French Act of 9 February 2010 confirmed the assignment of this mission to La Poste, for a period of 15 years as from 1 January 2011. 5.7.2.1.1 Legal and regulatory framework For each of its missions, the concrete implications are as follows: f Universal Service mission: the agreement provides for several advances in terms of quality of service. A revision clause was set for 2015 to adjust the agreement, if necessary, to the decline in mail volumes; f mission for press transport and delivery: the commitments made by La Poste and the French government in the 2008-2015 Schwartz agreements were confirmed. A review of the terms and conditions for carrying out the mission beyond 2015 will also be scheduled; The concept of Universal Postal Service, introduced by Directive 97/67/EC, represents a guarantee for every European citizen of a permanent postal service of specified quality throughout the territory at affordable prices. This guarantee involves: f delivery to everyone’s home; f collection and delivery at least five times a week; Registration document 2014 LE GROUPE LA POSTE 87 5 Overview of business activities Regulations f access to post offices and letterboxes; f deadlines for national and cross-border shipments; f affordable prices based on costs. In terms of services, Directive 97/67/EC stated that the Universal Postal Service should at least include the following services: f postal items of up to 2 kg; f postal packages of up to 10 kg; f services for registered items and insured items. EU provisions on the Universal Service were transposed into French law by means of the French Act of 20 May 2005 subsequently supplemented by the French Act of 9 February 2010. The legislature elected for an expanded Universal Service as provided for in Article L. 1 of the CPCE: “The Universal Postal Service helps bring about social cohesion and the balanced development of the country. It is carried out in such a way as to ensure respect for the principles of equality, continuity and adaptability while striving to maximise economic and social efficiency. It guarantees all users throughout the country permanent access to postal services of specified quality. These services are offered at affordable prices for all users.” In addition, the French Decree of 5 January 2007 on the Universal Service reaffirmed and detailed the legislature’s choice with respect to both the characteristics of the Universal Service (i.e. offering, accessibility, collection, delivery, etc.) and the rights and obligations of La Poste as Universal Service provider. ARCEP ensures that La Poste meets its Universal Service obligations and in this regard establishes a multiannual price cap along with price regulation on a case-by-case basis of services within the scope of the Universal Service. La Poste is subject in its capacity as Universal Service provider to obligations with respect to quality of service, claims processing and accounting. The financing of this mission is provided for by means of the establishment of a compensation fund. In addition, every year La Poste sends ARCEP a report on the Universal Service it provided, with a copy sent to the minister responsible for postal services. Features of the Universal Service In France, the Universal Postal Service includes national and cross-border transmission of postal items weighing up to 2 kg, postal packages of up to 20 kg, registered items and insured items. Collection and delivery services within the scope of the Universal Postal Service are carried out every working day, save in exceptional circumstances. Distribution of services within the scope of the Universal Service is carried out in appropriate facilities to the door of every individual or legal entity. The scope of the Universal Postal Service is set out in French Decree No. 2007-29 of 5 January 2007 (codified as Articles R. 1 et seq. of the CPCE), which states that the Universal Service includes the following minimum services for domestic and cross-border postage: f single piece items of correspondence with two levels of priority; f bulk items of correspondence; f registered items; The criteria of accessibility for the network of postal outlets according to the Universal Service mission set by the French Decree of 5 January 2007 on the Universal Postal Service provide that at least 99% of the French population and at least 95% of the population of each department be within 10 km of a postal outlet and that all towns with more than 10,000 inhabitants have at least one postal outlet per 20,000 inhabitants. The set of principles governing the Universal Service’s definition and scope were not amended by the French Act of 9 February 2010. f newspapers and periodicals; f catalogues and other printed matter; f postal packages; f insured items; f forwarding; f literature for the blind. These services are offered on a permanent basis to all users across Metropolitan France, in the overseas departments and in Saint-Pierre-et-Miquelon. Universal Service catalogue 5.7.2.1.2 Regulatory framework ARCEP is tasked with monitoring the opening up and proper functioning of the postal market while ensuring the financing and safeguarding of the Universal Service. 88 Registration document 2014 LE GROUPE LA POSTE La Poste puts together and keeps updated a catalogue outlining the services falling within the scope of the Universal Service (i.e. description of offerings and current prices). This catalogue was approved by the minister responsible for postal services on 20 August 2007, following a favourable opinion by ARCEP on 26 April 2007, and can be downloaded from the La Poste’s website. Overview of business activities Regulations La Poste must simultaneously seek approval from the minister responsible for postal services, and consult ARCEP for any proposed substantial changes to the catalogue, other than prices, when these changes affect the single piece postal component of the Universal Service. Should the minister fail to object within two months of receipt of the document, the changes are deemed approved. In the case of bulk postal services, La Poste must only inform the minister responsible for postal services and ARCEP of the catalogue changes. In early January 2015, the Universal Service catalogue integrating price adjustments and other modifications was made public taking into account significant changes in mail and parcels ranges approved by the Minister of the Economy after several favourable ARCEP opinions (1). In fact, since 1 January 2015, La Poste has offered a new, more flexible and convenient service offering to send a document or small merchandise for one flat rate. Multiannual price caps Multiannual price caps governing the prices for services falling within the scope of the Universal Service are set by ARCEP, following a review of La Poste’s proposal (Article L. 5-2 of the CPCE). This price cap makes it possible to control price increases for all or some of the products in the sector governed by postal regulations, with a view to keeping the Company’s operating margin constant over a specific period. Regarding the periods from 2006-2008 then 2009-2012, the annual changes in postal rates from the Universal Service may not exceed the level of inflation plus 0.3 points. In 2012, the rate increase capacity thus amounted to 2%. The framework for the 2013-2015 period was defined by ruling No. 2012-1353 dated 6 November 2012. This new framework provides that the change in prices may not exceed the level of inflation plus one point (i.e. 2.8% for 2013 and 2.3% for 2014). The price caps were established based on the inflation rate anticipated in the French Finance Bill (PLF), elasticity of consumer demand and changes in La Poste’s volumes and expenses. Nevertheless, the arrangement comes with symmetric adjustment clauses if assumptions regarding inflation and changing volumes are not verified. In accordance with Article L. 5-2-3 of the French Postal and Electronic Communications Code, following a proposal by La Poste, ARCEP defined the price caps of offers falling 5 under the Universal Service (almost all mail and parcels offerings for private individuals) for the 2015-2018 period, in its decision No. 2014-0841 dated 22 July 2014. In order to address the drastic change in La Poste’s economic environment related to rapidly declining mail volumes, the price cap defined by ARCEP caps the average annual adjustment in Universal Service prices at the level of inflation plus 3.5%. This system is applicable for four years, from 2015 to 2018. However, La Poste is allowed to use 50% of the total budget in the first year to take into account La Poste’s short-term difficulties in adjusting its expenses to a huge drop in volumes. The price adjustment granted by ARCEP will partially offset the impact on operating profit/(loss) from the anticipated decline in volumes over the period (-6.3% per year on average). It is La Poste’s responsibility to prioritise growing its existing and new business activities as well as strictly adjusting its costs to changing volumes. With this price cap, La Poste will have the necessary resources to maintain the Universal Service and continue providing superior quality of service. Case-by-case price regulation for Universal Service products The French Act of 9 February 2010 (Article L. 5-2-3 of the CPCE) stipulates that ARCEP issues opinions on service price increases within the scope of the Universal Service. In addition, it empowers ARCEP to change or suspend planned price increases where the pricing principles applying to the Universal Service are patently not complied with. Quality of service obligations At EU level, quality of service standards relating to the shipping time for postal items between the date of deposit by the sender and delivery to the recipient were defined for intra-EU cross-border mail. Accordingly, from the time the object is passed to the postal operator, 85% of items must be delivered within three days and 95% within five days. At national level, quality targets are also set by the minister responsible for postal services (decree of 22 October 2014 pertaining to quality of service objectives for 2014 and 2015). These annual targets, dealing with the speed and reliability of services, cover the following services: f Priority Mail: delivery rate in D+1 >85%; f Registered Mail: two-day delivery rate of 94% in 2014 and 95% in 2015; (1) Opinion No. 14-0193, No. 14-0659 and No. 14-0683. Registration document 2014 LE GROUPE LA POSTE 89 5 Overview of business activities Regulations f Green Mail: two-day delivery rate of 94% in 2014 and 95% in 2015; f EU cross-border mail delivery rate D+3 of 90% and in D+5 of 97%; f the Colissimo counter: delivery rate in D+2 of 88%. ARCEP ensures that these targets are met along with the publication and reliability of service quality measures. It also commissions an independent body to carry out an annual survey on the quality of service of various components of the Universal Service. Therefore, in April 2014, ARCEP published the results of the audit conducted in 2013 by the firm Ernst & Young on measuring the quality of service of Priority Mail and Green Mail. The goal of the audit was to assess the compliance of the system to measure the quality of service of its products against the system of measurement defined by standard EN 13850. At the end of this audit, Ernst & Young concluded that the system to measure the quality of service implemented by La Poste is in compliance with the standard currently in effect. In a public communication, ARCEP complimented the control processes for the Priority mail and Green mail quality measurement system, stating that these processes confirmed the reliability of the system and contributed to its improvement. In addition, La Poste provides ARCEP with any information it may request for carrying out its responsibilities and its oversight of the Universal Postal Service. ARCEP’s requests must be well-founded and proportionate to its needs as well as specify the level of detail required and the deadline involved. Moreover, La Poste regularly measures quality of service based on European or national standards (Article R. 1-1-8 of the CPCE). Some of these standards are designated annually by ministerial decree. The results of these measurements are disclosed to users and ARCEP. method must comply with the principles provided for by European standard EN 14012. The decree of 22 October 2014 establishes a minimum response of 95% within a 21 day time frame for claims involving domestic mail. Furthermore, as Universal Service provider, La Poste must display a notice at each public outlet detailing the claims procedure and the standard compensation. Universal Service users must have access to claims forms. The time taken to deal with a claim relating to a domestic postal item may not exceed two months from receipt of the claim accompanied by supporting documentation. This claims processing procedure is free for users (Article R. 1-1-9 of the CPCE). Lastly, should users not be satisfied with the response to their claim, they may file a further claim, which is dealt with by a different unit. If they feel the response is still not satisfactory, they may then ask Le Groupe La Poste’s mediator to intervene. Accounting obligations Since 1 January 2011, when the market was fully deregulated and the protected sector was dismantled, La Poste has been required to present separate financial statements for the services within the Universal Service scope, and for the services outside that scope. The cost allocation principles for this regulatory accounting are laid down by ARCEP. At the request of the latter, La Poste provides it with any accounting document and information required to enable it to verify that it is complying with its obligations. La Poste’s regulatory accounting has been audited by La Poste’s Statutory Auditors every year since 2000. Since 2006, ARCEP has carried out an audit, via an independent organisation that it approves and which La Poste pays for, in order to verify that the principles it defined are correctly applied. Universal Service financing Claims processing As the Universal Service Provider in France, La Poste must publish an annual report on the monitoring of its performance, information on the number of claims and the manner in which they have been handled (Article 19 of Directive No. 97/67/EC). The decree from the minister responsible for postal services on the quality of service targets set for La Poste with respect to its Universal Service mission also states that an annual report must be published on claims processing, breaking down the number of mail and parcels claims as well as the procedure used to handle them. The evaluation 90 Registration document 2014 LE GROUPE LA POSTE If La Poste bears an unfair cost under its Universal Service obligations, it may request the application of a compensation fund, which would be funded by all licensed postal operators (including itself). In the event that the fund is activated, the contribution of each operator has been calculated in proportion to the number of postal items dispatched within the Universal Service scope. Nevertheless, any operator dispatching a number of items of correspondence below a threshold set by decree shall be exempt from making a contribution to the fund. ARCEP is responsible for calculating the net cost of the Universal Service obligations and for the amount of the contribution payable into the fund by each authorised postal operator. Overview of business activities Regulations 5 To this end, ARCEP may ask La Poste to provide it with any information and study it has that makes it possible to objectively assess the additional costs associated with the provision of the Universal Service. partnerships make it possible to improve access to postal services through longer opening hours. Their development in accordance with local elected representatives is at the heart of the policy to adapt postal coverage. A Council of State Decree, issued following consultation with ARCEP and the CSSPPCE (Commission supérieure du service public des postes et des communications électroniques — High Commission for the Public Service of Postal and Electronic Communications), should clarify methods for measuring, compensating and sharing net costs associated with Universal Service obligations. A second decree, issued following a public notice by ARCEP at the request of the Universal Service provider establishing, based on accounting data, that it bears an unfair financial expense as a result of its Universal Service obligations, shall set the first year with respect to which the net contributions into the Universal Postal Service compensation fund shall be collected. At the national level, the La Poste network has over 17,000 public outlets (post offices, APCs, and Relais Poste outlets), spread across 14,000 districts. 60% of these outlets are in located rural districts (1). Within each department, La Poste presents an annual report on the local coverage in line with the accessibility standard, including a map setting out the location of the various La Poste public outlets. 5.7.2.2 Regional planning mission 5.7.2.2.2 Financing and governance The French Act of 9 February 2010 reaffirmed the assignment to La Poste of a regional planning public service mission. 5.7.2.2.1 Legal and regulatory framework As part of its mission to contribute to regional planning, La Poste is subject to access rules set by the French Act on the organisation of the La Poste and France Telecom public service of 2 July 1990 as amended by the Act of 20 May 2005: “Save in exceptional circumstances, these rules do not permit that over 10% of people in a department live over five kilometres or over 20 minutes’ car journey, based on the traffic conditions in that department, from home to the nearest La Poste public outlets”. The French Postal Act of 9 February 2010 adds that the La Poste network “must have at least 17,000 public outlets spread across French territory taking into consideration France’s special characteristics, in particular in the overseas departments and local authorities”. For the purposes of this mission, La Poste adapts its network of public outlets by entering into local public or private partnerships while striving to maximise economic and social efficiency. La Poste’s partners are firstly municipalities and groupings of municipalities in the case of APCs, and secondly shopkeepers, traders, tobacco retailers in the case of Relais Poste outlets. These In 2014, 90 departments in Metropolitan France met the accessibility standard. In the overseas departments, every district has at least one public outlet, except for French Guiana (21 out of 22 districts) and Mayotte (15 out of 17 districts). The additional coverage to ensure the regional planning mission corresponds to the number of public outlets deployed by La Poste to enable it to fulfil this mission, in addition to those resulting from the sole obligation of accessibility of the Universal Service. The net cost of this additional coverage is assessed each year by ARCEP on the basis of a method provided for by a Council of State Decree of 18 July 2011, following consultation with CSSPPCE. The latter specifies that “the net cost of this additional coverage is equal to the avoided cost in its absence less revenue lost in its absence”. After applying this method, ARCEP considered that the net cost of the additional coverage required by La Poste in order to fulfil its regional planning mission was €251 million for 2013 (decision dated 16 September 2014). To offset the additional costs, up to 31 December 2010, La Poste benefited from an 85% reduction in local taxes. As from 2011, this rebate can amount to up to 95%, in accordance with the French Act of 9 February 2010. The provisional amount for 2014 was €170 million. It is allocated to a national postal equalisation territorial compensation fund for which La Poste must keep separate accounting and financial records. By a ruling dated 26 May 2014, the European Commission approved this compensation plan for up to €850 million over the entire 2013-2017 period, as government assistance compatible with the treaty on the functioning of the European Union. (1) Urban/Rural INSEE 2010 + all urban municipalities with fewer than 2,000 inhabitants (2010 census) transferred to rural. Registration document 2014 LE GROUPE LA POSTE 91 5 Overview of business activities Regulations The local postal coverage agreement signed by the French government, La Poste and the French Mayors’ Association (Association des Maires de France), defines the procedures for allocating and managing this fund. Allocations are made on a departmental basis, depending on the number of public outlets located in so-called priority areas: rural areas and the rural revitalisation areas that they include, mountain and hill areas, deprived urban areas (ZUS) and French overseas departments and Territories. To ensure a true equalisation, a weighting is applied to each eligible public outlet on the basis of its geographic area. Each departmental allowance contributes to the indemnification of the APCs, remunerating the Relais Poste outlets, a departmental programme negotiated with the Departmental Commission for Regional Post Office Presence (CDPPT), which in particular finances the refurbishment of post offices, a ZUS programme, a French overseas department programme as well as a programme dedicated to the operation and development of rural post offices. The first two postal service coverage agreements, which covered the periods between 2008 and 2010, and between 2011 and 2013, fulfilled their commitments. More than €900 million was invested in six years: €330 million to ensure the development and sustainability of partnerships (Postal agencies and Relais Poste outlets), €200 million to support the real estate investment policy in priority areas, including the renovation of over 2,700 post offices located in priority areas, and lastly, €370 million to guarantee the running of post offices in rural areas. The new agreement for the period between 2014 and 2016, which was signed on 16 January 2014, is in keeping with the two previous agreements, although it innovates and goes even further in some areas. In this sense, it meets the expectations of elected local officials, with whom meetings were held as part of a major consultation process. The new agreement focuses on improving access to services, and especially digital services: the postal service offering must be made available to the general public in all its forms in areas that are eligible for the equalisation fund. Emphasis has also been placed on the initiative to pool public services, in order to reduce regional disparities in terms of the local service offering. In this respect, the inclusion of postal services in existing pooled service areas is a priority. The pooling of services may also take other forms, primarily through turning to new kinds of partners. 92 Registration document 2014 LE GROUPE LA POSTE In the departments, the Departmental Commission on Local Postal Presence (CDPPT), composed of eight elected officials representing cities and municipalities, the general councils and regional councils, guarantees the consistency of the postal offering in its territory and is responsible for monitoring La Poste’s adherence to accessibility standards regarding regional planning. It proposes a division of the departmental allowance for the territorial equalisation fund and negotiates projects that fall under the fund with La Poste, in particular in the programmes for rural, deprived urban areas and overseas departments and territories. It also reviews the potential submissions from the mayors on changes in postal coverage. Over 300 CDPPT meetings were held in 2014. At the national level, the National Observatory of Postal Coverage, established in December 2007, monitors the implementation of the local postal coverage agreement. It follows, in particular, the management of equalisation funds, the CDPPT work and the development of the postal network. It researches concrete solutions to improve, where applicable, the relations between La Poste and its partners. The Observatory has 28 members who are appointed for the duration of the local postal coverage agreement, including six Representatives from the French Government, six Representatives from the AMF, six Representatives from La Poste, six members from the CSSPPCE, two regional advisors from the CDPPT and two general advisors from the CDPPT. The new agreement is characterised by a more significant representation of the CDPPT within the Observatory, which has seen the scope of its missions broadened: assessing the work performed by the CDPPT, primarily via its responsibility to warn the joint signatories of the agreement in the event of significant discrepancies between the work performed and the estimated expenditure. The Observatory also approves any new form of service pooling, and the trials aimed at managing local services proposed by the CDPPT. The CDPPT have more room for manoeuvre in terms of managing the equalisation fund, in order to improve access to postal services, and of the prioritisation and management of projects, which are assessed over the three-year term of the agreement. They may also suggest the launching of trials, specifically where pooling services are concerned. This decentralised system, with dual governance both nationally and departmentally, allows for ongoing and indepth interaction with, and consultation of, local elected officials. Overview of business activities Regulations 5.7.2.3 Press transportation and delivery mission The French Act of 2 July 1990 makes La Poste responsible for a press transportation and delivery public service mission. The French Act of 9 February 2010 confirmed the assignment of this mission to La Poste. 5.7.2.3.1 Framework of the mission The press transportation and delivery public service mission is governed by multiannual agreements between the French government, La Poste and press industry unions. The current multiannual agreement (the “Schwartz agreement”), was signed on 23 July 2008 and sets out the commitments of each party for the 2009-2015 period. Its purpose is to ensure this public service mission is performed on a financially balanced basis. Accordingly, the Schwartz agreement provides for price increases of between 2% and 5% excluding inflation over the period between 2009 and 2015, depending on the special nature of each newspaper and magazine category (i.e. publications that hold a registration certificate issued by the French Joint Commission for Publications and Press Agencies, political and general information publications, and daily newspapers with low levels of advertising income). The French government’s goal under this framework is to ensure a plurality of information and country-wide postal delivery access by publications and readers. The prices for the services offered to the press under this public service mission are approved by the minister responsible for postal activities following a public notice by ARCEP (Article L. 4 of the CPCE). In addition, under these agreements, La Poste has undertaken to continue its efforts to optimise, increase productivity and generate savings so as to reflect changes in volumes and bring about a net reduction in total costs for the press of €200 million by 2015, excluding inflation. Lastly, the parties also agreed to jointly develop industrial solutions that would make it possible both to optimise press transportation and delivery as well as grow press home delivery. In addition, La Poste, the press and the French government agreed to establish a Universal Service price for press publications. This price went into effect on 1 March 2009. A Committee to monitor the draft agreement is responsible for reviewing an annual overview of the implementation of the agreement, ensuring that the commitments made by 5 each party are being met and dealing with any difficulties that may arise with regard to the implementation of the agreement. 5.7.2.3.2 Financing The “Schwartz agreements” determine the French government’s contribution until 2015; this contribution, which takes the form of an annual financial contribution, aims to offset the additional costs of the public service mission relating to the transportation and delivery of newspapers and magazines. This contribution is implemented in a manner that is wholly legal, in particular under EU law. Accordingly, in order to enable the system to be implemented, the French government is committed to providing Le Groupe La Poste with an annual contribution of approximately €242 million in 2009, 2010 and 2011, then €232 million in 2012, €217 million in 2013, €200 million in 2014 and €180 million in 2015. Pursuant to a ruling dated 25 January 2012, the European Commission approved this compensation plan as government assistance compatible with the treaty on the functioning of the European Union and confirmed this through a ruling dated 26 May 2014 for €597 million over the entire 2013-2015 period. France’s 2015 Budget Act nevertheless provided for a €50 million reduction in compensation budgeted for 2015 for La Poste’s transport and delivery mission in relation to the amount indicated in the tripartite agreement of 23 July 2008. The French government’s compensation related to the moratorium (1) was eliminated in 2014. La Poste only recovered half of what was eliminated in 2014 from customers. The remainder will be recovered from 2015 prices. Therefore, in 2014, La Poste incurred a cost of approximately €15 million without compensation. As part of the press assistance reform, the G eneral Inspectorate of Cultural Affairs, the General Inspectorate of Finance and the General C ouncil for the E conomy, E nergy I ndustry and Technologies were tasked with initiating discussions about the complementary nature of various press distribution methods: postage, delivery and news stand sales, to be implemented by 2016, when the Schwartz agreements come to an end. This mission consists, in particular, in drawing up an objective and common assessment of the linkage between the various distribution modes and the aids currently mobilised, as well as an assessment of their respective efficiency. (1) The moratorium on regulated press prices, which has run since 2009 and which resulted in delaying the implementation of price increases actually paid by publishers by a year. Registration document 2014 LE GROUPE LA POSTE 93 5 Overview of business activities Regulations 5.7.2.4 Banking accessibility mission 5.7.2.4.1 Framework of the mission The banking accessibility mission assigned to La Poste is performed via the Livret A passbook savings account. It should not be confused with the right to open a bank account, which does not cover savings products. This right only concerns a bank account and does not include credit institutions. Until 1 January 2009, La Poste, Caisses d’Épargne and, under specific conditions, Crédit Mutuel, were the only institutions authorised to offer Livret A passbook savings accounts. The French Economy Modernisation Act of 4 August 2008 brought this situation to an end, and deregulated Livret A passbook savings accounts, which all banks can now offer to their customers, subject to having signed an agreement with the French government beforehand, and specifically complying with the one account per person rule. La Poste carries out its banking accessibility mission, a public service and public interest mission, assigned by the French Act of 2 July 1990 as amended, in a unique manner, through La Banque Postale, its subsidiary, a credit institution (Article L. 518-25-1 of the French Monetary and Financial Code). In addition to the rules governing the operation of the Livret A passbook savings account, La Banque Postale is also required to comply with specific obligations codified as part of the French Monetary and Financial Code: f La Banque Postale is required to open a Livret A passbook savings account for any individual, any association mentioned in Article 206-5 of the French General Tax Code or public housing bodies so requesting it; f the minimum amount for cash withdrawals or deposits is set at €1.50; f La Banque Postale is required to authorise, on the Livret A passbook savings accounts, in the terms and conditions defined in the General Regulations, all of the transactions listed by the order of 4 December 2008 from the minister responsible for the economy, in particular housing revenue paid by public bodies and payments and withdrawals of certain transactions (social minimums, income tax, various duties, gas and electricity bills, housing associations, etc.). 94 Registration document 2014 LE GROUPE LA POSTE Of La Banque Postale’s Livret A passbook savings accounts, 55%, or some 11 million accounts, have an average balance of under €150. However, these Livret savings accounts, which only total 0.5% of deposits, have a significant management cost because they are among the most used accounts, with 46% of transactions being carried out on Livret A passbook savings accounts. La Banque Postale has also begun, as part of the Act of 9 February 2010, to combat and prevent excessive debt and encourage micro-loans. That is why the French Economy Modernisation Act provided for special remuneration for La Banque Postale. 5.7.2.4.2 Financing The additional costs incurred by La Banque Postale as a result of its obligations under the banking accessibility mission are “compensated in proportion to the general economic interest service missions assigned to this establishment” as provided for by Article R. 221-8-1 of the French Monetary and Financial Code. The amount of the compensation for the period between 2009 and 2014 was determined in a decree issued on 4 December 2008. A decree issued on 29 July 2013 amended the compensation amount for 2013 and 2014, and cancelled the decree of 4 December 2008. The new decree provides for an annual contribution of around €246 million in 2013 and €242 million in 2014. The amount of the compensation for the banking accessibility mission for the period between 2015 and 2020 was determined in a decree issued on 26 February 2015 that provides for a gradual reduction in the annual contribution. Said annual contribution will be €235 million in 2015, €225 million in 2016, €210 million in 2017, €190 million in 2018, €170 million in 2019 and €150 million in 2020. This compensation comes on top of the remuneration it receives, like other establishments, for the distribution of Livret A passbook savings accounts. On 23 January 2013, the European Commission approved the public service compensation bestowed upon La Banque Postale in order to guarantee banking accessibility (“Livret A” passbook savings accounts). The European Commission estimated that the public financing granted by France to La Banque Postale from 2009 to 2014 that was intended to improve banking accessibility is in compliance with the EU regulations regarding government assistance. Overview of business activities Social and Environmental Responsibility 5.8 5.8.1 5 Social and Environmental Responsibility A CSR policy integrated into the Group’s “La Poste 2020: Conquering the Future” strategy Since 2003, the Group has shown its continued commitment to social and environmental responsibility (CSR — Corporate Social Responsibility) by making it a key component of its various strategic plans. In 2014, the development of the new “La Poste 2020: Conquering the Future” strategic plan was an opportunity to take a further step: co-development with stakeholders and taking into consideration economic, social and environmental issues were central to the strategic approach. The framework of the CSR policy was defined (see Chapter 5, Section 5.8.1.2). 5.8.1.1 Analysing the significance of CSR issues and priorities As part of the implementation of its “La Poste 2020: Conquering the Future” strategy, during the second half of 2014, La Poste was in the process of pinpointing highpriority CSR issues and finalising the goals for 2020. To do this, it relied on the process recommended by the GRI G4 based on the existing document repository. The first step was to update the CSR guidelines prepared in 2012 with reference to the ISO 26000 standard, which defines key questions and action areas presenting a challenge for the Group. Due to the Group’s international development, these guidelines now include the creation of a Digital Services business unit in 2014 and new development services in its action areas and new challenges. 5.8.1.2 The CSR policy Le Groupe La Poste’s social responsibility is expressed through an ambition and two commitments. An ambition Le Groupe La Poste, a player in delivery and home services, aims to make it easier for everyone to access all forms of useful services (1) in order to contribute to the regions’ sustainable development. Two commitments for 2020 1) An exemplary group in its social and environmental commitment. This commitment is based on its products and services, its processes and its relationships with customers, suppliers and subcontractors. The Group is striving to develop public interest services that respect people and the environment; 2) A group that contributes to regional economic development and local employment. The Group is working hard to develop new synergies and solidarity in order to contribute to the development of a more inventive and responsible local economy. The completion of these commitments by 2020 requires the implementation of four implementation levers as well as the completion of five projects. The process to prioritise challenges is continuing in 2015. This process should result in the Group’s first materiality matrix during the first quarter of 2015 and should set goals for 2020 based on the indicators that represent the highest priority issues. (1) Useful services are those which promote access to essential goods. This includes: • a healthy environment: healthcare, food, hygiene, sports activity, air quality and quality of life; • accommodation: water, housing, energy; • social ties: communication, transportation/mobility, culture/hobbies; • access to their rights: access to banking services, fairness, information, etc. Registration document 2014 LE GROUPE LA POSTE 95 5 Overview of business activities Social and Environmental Responsibility Four implementation levers Five projects These levers, key points of responsible governance, are conditions for achieving these two commitments. This especially entails: The action plan is based on a pragmatic continuous improvement plan and open innovation (2). It is structured around five major projects: 1) management of the Group’s extra-financial performance, with the goal of continually improving results, and the integration of CSR in all Group projects; f widespread adoption of more responsible products and 2) identification of plans to hedge financial and reputational risks in the event that environmental and social changes are not adequately adapted; f employee development (see Chapter 17); 3) continued attention to responsible regional economic development; 4) co-development with major stakeholders (1) and periodic progress reports to them. services: “eco-socio-designed” (3) useful, user-friendly and accessible products and services; f manage energy transition and changes in urban logistics (integrated into two high-priority shared programmes of the same name, see Chapter 3, Section 3.4); f promote sustainable regional economic development initiatives as well as sustainable employment initiatives; f create solidarities and build innovative solutions together. 5.8.2 Responsible governance 5.8.2.1 Governing bodies In order to embed CSR at all decision-making levels of the Company, the Group has several governing bodies. At the highest level, the Quality and Sustainable Development Committee, which is part of the Board of Directors (see Chapter 16, Section 16.4.3), reviews the strategic priorities and monitors their implementation. The Group’s Corporate Vice-President is the CSR contact for the Executive Committee. A progress update on the roll-out of CSR in the Group is given to the Executive Committee every year. A national CSR Committee unites each of the business units and the subsidiaries’ main holdings. It is prepared and organised by the Group CSR Department. This Committee monitors the roll-out of action plans within the Group, and incorporates CSR concerns into business practices of the functional operating segments. Lastly, at a local level, CSR contacts have been designated by each of the business units and, when justified by their size, the Group subsidiaries. They are supported in their work by 21 Regional Representatives (4), who coordinate initiatives between the business units, subsidiaries’ and local stakeholders’ local operations. 5.8.2.2 Roll-out of the Group’s ethics programme The Group’s ethics programme, approved by the Executive Committee, is based on: f a Reference Guide to Professional Ethics specifying all individual and collective rules of conduct. It has been disseminated to employees. This Reference Guide is available online on La Poste’s Intranet site (in French and English), and on Le Groupe La Poste’s institutional website for external stakeholders; Each business unit and the largest subsidiaries have added a CSR Department to define their policy and oversee deployment of operational action plans, and in this way, integrating responsible development into their processes and management. (1) The main stakeholders identified are: staff, consumers and customers, regional elected officials, supplier and subcontracting partners, shareholders. (2) Open innovation is a concept which consists of a company no longer being exclusively based on its own research. A company can create value (services and products) through collaborations, for example. (3) It means respecting the environment, human rights and consumer protection. (4) The Group’s Regional Representatives are the Group representatives in each administrative region; they monitor the regions and serve as a liaison between the Group and institutional parties in the region. 96 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Social and Environmental Responsibility f a network of ethics officers composed in particular of a Group compliance officer, five business unit compliance officers and compliance officers in the main subsidiaries. They meet once a quarter, in order to discuss matters to be addressed, and to co-construct staff awarenessraising tools. Communication tools primarily comprise a dedicated intranet, a monthly Ethics newsletter (from news in the field), two publications per quarter – Ethics Practices (an educational tool which covers five subjects: whistleblowing, swearing in, professional secrecy, the ethics climate barometer and the annual report on “Ethics and Professional Conduct”) and the booklet containing practical professional case studies (in 2014: competition, data integrity and swearing in); f an Ethics Committee chaired by the Group Corporate Vice-President and composed of Group ethics officers. The Ethics Committee met twice in 2014: at the beginning of the year to approve the 2014 priorities, and at the end of the year to review the results of the ethics survey and the initial annual review; f a customised support system (or warning system), in order to answer employees’ questions, enable them to escalate any serious breaches of the guidelines that they may observe, where applicable, and request mediation in certain cases. Anonymity is guaranteed; f a survey for measuring sensitivity to ethical issues, and employees’ level of understanding and endorsement of corporate ethics (1). 2014 was a year to reinforce and develop the Group’s ethics programme. This programme enabled the Group to establish and disseminate a shared ethical culture in the Group in four years. Results from the third wave of La Poste’s ethics barometer, conducted by BVA in October 2014, confirmed this. 74% of employees believed that a change in ethical behaviour and professional conduct took place at La Poste over the past two years, and 93% of employees felt affected by the Group’s actions led on ethics, up eight points compared to 2013. An annual report presents the annual Ethics and Professional Conduct assessment for the Group and business units. It is presented to the Executive Committee, to the Ethics Committee and to the “Quality and Sustainable Development Committee” of the Board of Directors. It was disseminated to 650 top Group managers for the first time in 2014. 5 In 2014, the Group ethics officer implemented an additional protection (2) for whistleblowers. Trust in the alert system is an indicator that the Ethics division is closely monitoring the ethics climate barometer: 75% of employees stated to have trust in their ethics officer for an ethics issue and 94% would be ready to sound an alert if the opportunity presented itself. In 2014, the oath for employees was revitalised by reinstating a mention on financial services, which was in the decree of 1993. It gives employees an opportunity to claim ownership of the six values of La Poste. Le Groupe La Poste is active in referent associations, notably in the Cercle éthique des affaires (CEA) which it serves as Vice-President, the NGO Transparency International and the European Association IBE (International Business Ethics). With regards to ethics in relations with suppliers and subcontractors, Le Groupe La Poste is a signatory of the Intercompany Relations Charter governing relations between major buyers and SMEs, created by the Médiation du crédit and the Compagnie des dirigeants et acheteurs de France (Professional Organisation of Company Officers and Buyers in France – CDAF), including 10 commitments for responsible purchases. This Charter is included in the Reference Guide to Ethical Procurement. Furthermore, suppliers and subcontractors have guarantees that go beyond the scope of law: f the possibility to use La Poste’s mediator as a last resort for an amicable settlement, if they have not succeeded in settling a dispute with their representatives at La Poste; f a purchase limit threshold of 20% of revenue, beyond which the Group believes puts the supplier at risk; f a process so that any potential disengagement with suppliers in a position of dependence be anticipated and managed progressively, when La Poste wants to reopen the market to competition; f an urgent two-week payment procedure can be implemented for a supplier experiencing cash flow difficulties; f a Procurement Code: the Market Committee reviews a priori the fairness of the supplier selection process for any intellectual service tender above €1.5 million, excluding tax, and for any other tender above €10 million, excluding tax. (1) The questionnaire was developed in conjunction with the Institut de sondage BVA and the Cercle éthique des affaires for internal use and for a panel of large corporations for comparison purposes. (2) The Ethics Officer contacts the persons having launched a serious alert without compromising their anonymity to verify that they have not been penalised for their initiative. Registration document 2014 LE GROUPE LA POSTE 97 5 Overview of business activities Social and Environmental Responsibility 5.8.2.3 CSR in collective performance indicators, roadmaps and decision-making processes and controls Responsible development criteria are introduced in the Group’s management system. The Group’s CSR targets are monitored on a regular basis in the Chairman’s management indicators and during performance reviews with each of the operational Directors on the Executive Committee. All the managers, from members of the Executive Committee to team leaders, have at least one CSR target in their roadmap: quality of life at work, which influences the amount of their variable portion. At La Poste, the incentive-based pay, which is distributed to La Poste employees, specifically includes a criterion known as “progress in terms of the accessibility of buildings for people with reduced mobility at public access buildings (ERP) in the directly owned portfolio”, and a criterion known as “total emissions offset via the carbon offset programme” for companies within La Poste’s consolidation scope, as well as the average waiting time in the post office. The economic, social and environmental impacts are analysed when major projects in terms of their amount or 5.8.3 CSR has been included in the Group’s internal control system and risk management system: a legal CSR framework has been maintained to date for this purpose, and the annual self-assessment matrix includes questions on CSR. 5.8.2.4 Service-oriented attitude Built together with customers and the Group’s employees, the content of the service-oriented attitude is structured around welcoming, listening, and efficiency. Based on the principle of balanced attention, the “Service-oriented attitude” approach rolls out these attitudes to the three levels of service relations: between employees and customers, between managers and employees and between business unit s. The development of a service culture has been accompanied by a major training initiative (as an example, La Banque Postale has trained more than 4,000 employees of the Financial Centers to the “ServiceOriented Attitude”. All of the business units have integrated the service-oriented attitude in the management of their business activities at different levels (operational and commercial). The five Group projects 5.8.3.1 A responsible eco-socio-designed offering that is useful, simple and available to all An eco-socio-designed and carbon offset offering for mail, parcels and express products Le Groupe La Poste has relied on an eco-design approach, an approach in which it included respect for human rights and product and service availability for everyone (ecosocial-design). Environmental, social and societal goals are thus integrated into the different phases of preparing new offerings. CSR guidelines are used by the marketing managers of all the business unit s and are regularly updated. 98 the issues involved are assessed. The key analysis points are submitted to project managers. Registration document 2014 LE GROUPE LA POSTE A few examples of products resulting from this process: f The services of the Services-Mail-Parcels, Digital Services and GeoPost business units are fully carbon neutral for their residual greenhouse gas emissions. Services targeting consumers are at an affordable price level. The choice of carbon offset projects includes a criterion to improve the living conditions of people who receive them. In 2014, a free and clear ECOVEO logo was made available to customers, enabling them to value the carbon neutrality of their shipments. f Green Mail reduces its carbon footprint by not using planes in mainland France. f Colissimo packages use up to 85% recycled cardboard, they are recyclable and use water-based ink and glue as well as cornstarch. Overview of business activities Social and Environmental Responsibility f Marianne stamps (common usage) and more precious stamps use paper from sustainably managed forests and vegetable-based ink. Pre-paid envelopes are NF Environment certified. f 70% of Chronopost padded envelopes are made in the 5 Customer relations: a multichannel delivery requirement Three major focus areas drive customer relations: simplification; personalisation; consideration. facilities that operate in the social economy sector. f La Banque Postale appends an ESG (Environment, Social, Governance) check-list, aimed at guaranteeing the inclusion of 19 extra-financial criteria covering design, distribution and customer support, etc., to each new product file submitted to a review committee. In its annual “Sustainable Development Observatory” survey, IFOP states that the French have once again distinguished La Banque Postale as the leading French bank in terms of commitment towards sustainable development, for the sixth consecutive year. f The Group offers its customers a full range of Socially Responsible Investment (SRI) funds certified by Novethic and Finansol. For customers seeking to boost their assets while encouraging responsible financing, La Banque Postale launched a range of LBP EthicEuro funds. Managed by La Banque Postale Structured Asset Management, these guaranteed or principal-capital funds under equity savings plans and life insurance enable customers to benefit from the potential performance of an index comprising European companies with ESG performance (environmental, social and governance) and ethics. f La Banque Postale also supports solidarity savings. Thanks to “Solidarity Interest Services”, customers can repay all or part of their interest from a savings account (Livret A passbook savings account, Sustainable Development savings account (LDD) or LEP savings account) to one of the 11 partner associations that is a member of the Initiative against banking exclusion, of which the Bank is a member. It also supports its customers in their approach to solidarity by matching the amount of their contribution by 10%. f Lastly, since the beginning of 2014, Mediapost SAS has offered its customers the Print Solidaire offering, a guaranteed carbon neutral solidarity printing offer for all of its services (paper, printing, energy, transportation and distribution). On 17 March 2014, this offering was re warded by Décisions-Achats magazine (bronze trophy in the ecoresponsible purchasing category). Quality of advice Quality and relevance of advice is central to commercial relationships. For example, for banking services, the quality of advice and developing long-term relationships are based on a commercial management system that focuses on supporting advisors and a compensation system that includes both qualitative, quantitative, individual and shared components, in the customer’s interests. As a result, each advisor works under an annual performance contract and evaluates his or her progress with his or her manager three times per year during shared assessment interviews. Customer commitments La Poste has implemented an ongoing process of customer commitments. This policy is reinforced and updated continuously, it is monitored at the highest Group level. It is based on the following commitments: f provide customers with information on its services annually; f provide access to information on mail delivery terms and conditions; f offer a repeat delivery free of charge for registered letters at the request of the recipient; f send an acknowledgement of receipt within 48 hours of a claim being dropped off with a deadline for providing a response; f cut waiting time in the 1,000 largest post offices by customer visits to under five minutes for fast transactions, such as mail or parcel drop-off/pick-up. In 2014, waiting times in the 1,000 largest post offices have now been reduced to 2.12 minutes on average to pick up or drop off mail and parcels, and 93.5% of customers are served in less than five minutes, the rate of commitments kept related to second delivery attempts requiring a signature the next day was 92.1%, the commitment to come by later the next day in the event that an item is not delivered during the round was 98.2 % (with automatic cost indemnification for the customer in the event of noncompliance) and the objectives on commitments associated with claims processing came out to 94.3% for sending out acknowledgement of receipt within 48 hours and 94.7% for sending out a response within the specified time frame. Registration document 2014 LE GROUPE LA POSTE 99 5 Overview of business activities Social and Environmental Responsibility Making the relationship easier for consumers Le Groupe La Poste has multichannel Consumer Service thanks to: a short, unique toll-free number (3631); a consumer area on the homepage of the Group website portal (www.laposte.fr); and a single postal address: Service Consommateurs — 99999 LA POSTE. Over 900,000 calls are made to the “3631” number every month, over 149,000 unique visitors consult the Customer Service Area on the Internet every month, and over 19,000 paper claim forms are sent to the Customer Relations Department by mail every month, on average. Finally, an automatic semantic claim assessment system has been trialled, in order to enable an ongoing qualitative voice assessment of customer claims. On social media, since July 2012, a team of Customer Services call centre agents intervenes alongside the community manager of the Group to respond to customer service requests and claims posted on the Group’s Facebook page and through the Twitter account @lisalaposte. In 2014 La Poste won 1st place in the Bearing Point/TNS Sofres Customer Service Awards in the utility companies category and the “Customer Service of the Year” award. The Group’s Consumer Department received the “Customer Relations Centre” NF Service certification for platforms that serve Mail, Parcels and the Network. And Docapost’s seal of approval for Social Responsibility was renewed in 2014 for three years, for its Customer Relationship Management activities, in the category of Outsourced Customer Relationship Centres. Being accessible to everyone thanks to multichannel Le Groupe La Poste is intended to be accessible to everyone, regardless of the method chosen to access La Poste services: in post offices, thanks to self-service kiosks, by telephone, by Internet. Three informational brochures on ways to access La Poste offerings (for the traveller community, disabled people and migrants) were given to associations to hand out to the people they support. On 13 March 2014, the third agreement which extends the partnership with France Terre d’Asile (FTDA) was signed for the next four years. This agreement supplements the more general partnership signed with the OFII (French Office for Immigration and Integration) in October 2012. For the first time, a volunteer component was added to the network’s training actions and the procedures were adapted accordingly. In regards to accessibility for persons with reduced mobility, the Group has plans to make its premises that are open to the public (primarily post offices) accessible, the legal provisions of which are set out by the government. At the end of 2014, approximately 89% of the directly owned facilities were accessible to persons with reduced mobility (PRM). Since 2007, 1,530 post offices were made PRM compliant, 151 of which in 2014. For the rental property portfolio, 52% of sites are PRM accessible. Poste Immo is continuing its plan to inform and raise the awareness of institutional and private landlords for facilities in the rented portfolio. For the lessors from local authorities (70% of lessors), the implementation of specific adaptation plans will be finalised in 2015, and the majority will be made accessible for all types of disability within the next three years. In addition, 166 automated bank tellers located outside post offices were upgraded to PRM standards in 2014, raising the compliance of the installed automated bank teller base to 4,690 automated bank tellers (representing 96% of the installed base either PRM compliant or located in a post office where at least one automated bank teller is PRM compliant). Internet access via webcam and French sign language is available for the deaf and hearing impaired. In May and June 2014, a film promoting the use of this service was broadcast on post office televisions. Adopting natural language for the 3631 vocal server was rolled out and continuous automated monitoring of Internet form accessibility was put in place. Additionally, the website www.laposte.fr is accessible to the visually impaired and complies with standards in effect (1). The Network includes all aspects of CSR concerns (accessibility, eco-designed materials, reduction of energy consumption, reception, service efficiency and quality of advice) in its global approach to transforming the post office network into modern service areas (Customer Service Areas). The outlets (APC and RPC) were equipped with digital tablets to provide widespread access to products and services. Proximity is a key area of accessibility. In addition to its contribution to regional planning under its public service mission, Le Groupe La Poste is seeking to facilitate access to services. Pick-Up Services, GeoPost’s subsidiary with pick-up and drop-off points, surpassed its goal of 16,000 pick-up and drop-off points in Europe, 7,000 of which in France. Furthermore, Predict (2) is available in 18 countries in Europe, not only for domestic shipments, but also for international shipments in most countries, with a time-slot varying from one to six hours according to the country. (1) The portal of Le Groupe La Poste was developed to meet the criteria under “Silver Category” in the guidelines of the General Directorate for State Modernisation (DGME), within the Ministry of the Economy, Finances and Industry. (2) Predict is a service that can be used by customers to choose a delivery time. A text message or an email is sent to the customers with an option to reschedule the delivery to another day (with a specific time-slot on a given day). 100 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Social and Environmental Responsibility 5.8.3.2 Employee development: the Social Pact The Social Pact is the basis of La Poste’s social policy (see Chapter 17). The Group requires that partners and subcontractors comply with labour law. In order to make it easier to ensure the legality of employees, Le Groupe La Poste has joined a platform (Provigis) on which suppliers can submit their social and tax declarations more easily. 5.8.3.3 Energy transition, reducing and adapting to climate change Due to changes in legal and regulatory provisions, including several major decrees and decisions that were issued in 2014, Le Groupe La Poste monitors and analyses obligations that may affect its business activities. These obligations may affect customers or the regions where Le Groupe La Poste operates, and require the Group to adapt. In addition to this monitoring, Le Groupe La Poste contributes, alongside institutions, to the definition of standards in areas of significant impact for the Group. Energy transition and changes in urban logistics are key for the Group and have been included as a high-priority shared project, since the core of these two subjects are an essential component of the Group’s environmental impact: Eco-mobility and urban logistics: a responsible supply chain development La Poste (1), where over 1.39 billion km are travelled per year (excluding exports), uses a fleet that includes combustion vehicles (9,445 motorbikes, over 47,700 light vehicles and 328 heavy goods vehicles) and electric vehicles (18,476 electric bicycles, 1,327 quadricycles, 100 Stabys and 4,617 light vehicles). The Group pays particular attention to the environmental impacts of its fleet and to those of its transport sub-contractors. In 2014, Le Groupe La Poste (2) emitted 1,292,749 tons of greenhouse gases relating to its transport activities, i.e. a decrease of 3.7% compared with 2013, despite a 0.7% increase in the number of mail distribution points. 5 To reduce the environmental impact of its fleet, its direct CO2 emissions and atmospheric pollution, La Poste relies on several drivers: f technological, by pursuing the integration of more environmentally friendly vehicles within its internal fleet. The replacement of internal combustion vehicles by electric vehicles constitutes an important contribution to reducing CO2 emissions, emissions of air pollutants (particulates, NOx) and noise pollution. Experiments have been conducted on recharging infrastructures to better manage charging electric vehicles as well as other motorised vehicles that emit less greenhouse gas. This is complemented by a steady change in the fleet to bring it up to the latest European standards; on the internal fleet managed by Véhiposte, 60% of the fleet of internal combustion vehicles (3) currently comply with Euro 5 standards, in addition to electric vehicles, which account for 10% of the total vehicle fleet; f use of lower impact means of transport. Mail is reducing its use of air transport and is developing the use of rail notably combined road-rail transport (swap bodies). In 2014, 14 swap body transport links were in service, and in 2016, 20 swap bodies filled with mail, press and small goods will be traversing France every day on their flatbed; f logistical, by optimising rounds and loads. As at end 2014, 72% of national links from the Parcels division were made via bulk delivery, versus 69% as at end 2013. Additionally, the construction announced for a new multipurpose multi-modal transportation platform in Val-deMarne, which will handle all types of flows (mail/goods), will optimise La Poste’s transportation chain and develop new business activities for customers at the same time. HQE certified buildings will improve employees’ working conditions while reducing CO2 emissions; f a behavioural driver, particularly by providing training in eco-driving to its employees (81,874 employees trained since 2007). Moreover, reducing the imprint of employee travel enables the Company to reduce physical travel through teleworking, developing co-working areas, the Internet and teleconference. The Group’s new contract for employee travel was revised to include environmental impact and carpooling solutions. Lastly, company travel plan (PDE) and intercompany travel plan (PDIE) processes are continuing and are increasing; at the end of 2014, more than 60 PDE and PDIE were active. (1) Scope: La Poste, La Banque Postale, Mediapost SAS. (2) Scope: La Poste, La Banque Postale, Mediapost SAS, GeoPost. (3) Scope: La Poste, La Banque Postale, Mediapost SAS, vehicles necessary for operations, excluding company cars. Registration document 2014 LE GROUPE LA POSTE 101 5 Overview of business activities Social and Environmental Responsibility The specifications for the Group’s purchase of subcontracted transport have included environmental criteria, such as fuel consumption and European standards for several years. These criteria are weighted at more than 10%. The process continues with the assessment of other criteria such as the age of equipment and eco-driving. Since 2013, Mail has asked its service providers for data on unit consumption for vehicles used in order to more precisely manage its own transport service related to CO2 emissions. Group’s business units in their actions to reduce energy consumption and greenhouse gas emissions. Real estate policy is one of the first levers to improve the energy performance of the portfolio. Investment programmes (ensuring compliance, maintenance, renovation), disposing of and rotating assets, upgrading or construction programmes, integrate energy performance improvement in their designs and help maintain and grow the value-inuse of Le Groupe La Poste’s portfolio. Furthermore, La Poste is currently determined to increase its expertise relating to understanding and managing environmental impacts other than CO 2 . As part of a partnership agreement signed in May 2013 with the French Nature Environment organisation, Mail has been working to tackle issues relating to atmospheric pollution and noise pollution on the Group’s behalf, particularly in the area of transportation. In late October 2013, Poste Immo signed an Energy Efficiency Charter for public and private office buildings. The purpose of this commitment is to be a catalyst in the process to improve energy performance. It concerns nearly 120 directly-owned buildings of more than 5,000 sqm and accounts for 20% of the portfolio’s surface area and 22% of total consumption. Poste Immo also won the Environmental Reporting Trophy for its 2013 reporting, in the “Voluntary” category of the GBC 2014 France Awards. Meanwhile, SEUR, a subsidiary of GeoPost, received the silver medal in the “Organisations, Institutions and Corporations” category during the 4 th annual Spanish Sustainable Mobility Awards Week (SEMS) (1) due, in particular, to its new sustainable mobility measures and its involvement in high-impact international projects. SEUR is also a member of FREVUE, an initiative co-financed by the European Union to promote the use of electric vehicles in urban goods distribution. Lastly, on 18 December 2014, La Poste signed the voluntary Charter to reduce CO 2 emissions from road freight transport. Sustainable buildings In addition, Poste Immo is rolling out a wide range of expertise to use all the tools at their disposal to save energy: operation, user support, work to improve energy performance, asset rotation. This is the top priority of the real estate segment, and is based on several levers: f ensuring the right scale of its real estate assets and ensuring that they meet customer requirements and new uses; f construction of buildings using best market practices, with high energy and environmental performance labels, by ensuring the environmental efficiency of the building by progressively adding green leases. For the directlyowned portfolio, the signing of green leases (2), which began in 2013, was extended in 2014 to reach 186 green leases. At the end of 2014, green leases signed covered 36 buildings; Significant changes in French environmental regulations have led to profound transitions and real estate sector practices (construction, renovation and operations). f developing renewable energy (RE) sources for With a portfolio of nearly 12,000 buildings made up of tertiary, industrial and commercial property, or 6.8 million square metres, 4.1 million square metres of which are wholly-owned (see Chapter 7), Poste Immo supports the construction projects is being systematically studied. Furthermore, Poste Immo rolled out 45 solar power installations, which were executed as part of a partnership (representing 44,000 sqm of solar panels) via its Arkasolia subsidiary at the end of 2014; (1) The week is part of the European Mobility Week. (2) Decree No. 2011-2058 of 30 December 2011 requires signing an environmental appendix on leases for commercial or office locations with over 2,000 sqm. The provisions of the decree apply to leases signed or renewed as from 1 January 2012 and all leases as from 14 July 2013. 102 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Social and Environmental Responsibility f improving the energy performance of the existing portfolio is a major challenge for La Poste, considering the size of the portfolio. Achieving better energy performance occurs through two main channels: performing renovation work and processes involving the use and operation of buildings. In 2014, the technology and operational sectors were equipped with practical and technical guidelines in order to apply the “2050 compatible” energy performance level in major repairs and maintenance (GRGE). In the processes involving the use and operations of buildings, Poste Immo signed up 11 strategic sites in its portfolio for the Cube 2020 challenge (1). The first results confirm the potential to lower energy consumption by some 15% through ecofriendly practices; 5 Le Groupe La Poste’s business activities generate a wide variety of waste (including waste from electrical and electronic equipment, used office paper, packaging waste, cardboard boxes, pallets and plastic). The Group is gradually implementing action plans for sorting, treating and recycling its waste, for instance, on the Mail and Parcels division Industrial Platforms, where the quantities involved allow for the optimisation of waste management. The ISO 14001 certification of the environmental management system on the 15 Parcels division platforms also improved waste management, reduced energy and water consumption and prevented pollution risks. The Group aims to relaunch a call for bids for the best reuse of WEEE (waste from electrical and electronic equipment). f Group sites in France are implementing actions to comply with new obligations aiming to limit the use of nocturnal lighting for buildings, when necessary. 5.8.3.4 Sustainable regional economic development and sustainable employment Green IT Le Groupe La Poste has launched a programme to reduce CO 2 emissions relating to its information and communication systems. As part of the Group’s responsible purchasing policy, specifications aimed at promoting “Green IT”, namely environmentally-responsible information and communication systems, are now in the specifications for the suppliers involved. Requirements are mainly based on eco-labels and energy performance of IT and telecommunications equipment. In 2014, a brochure to raise awareness of best practices for using their electronic and IT equipment was circulated to employees. Circular economy In order to reduce its environmental impact, La Poste is developing the circular economy for its own consumption. Environmentally-responsible paper use represents a challenge for the Group. In 2014, La Poste, La Banque Postale and Mediapost consumed 18,700 metric tons, 99.6% of which was environmentally-responsible paper (an increase of +2 points compared with 2013). All entities are encouraged to favour environmentally-responsible paper (i.e. recycled paper, labelled environmentally friendly or from sustainably managed forests). Regional planning The Group plays an important role in different regions through its business activities, especially in France. For private individuals as well as companies, the density of postal coverage ensures that 96.6% of inhabitants are no more than 20 minutes and less than 5 km from a public outlet in France. In more than 17,000 public outlets, all postal transactions are possible and have been made even simpler since the L ocal Postal agencies (APC) and the Relais Poste outlets (RP) have been equipped with digital tablets. The Group actively participates in regional think tanks and in developing their structural policies, such as Regional Climate Air Energy Plans, Local Agendas, urban development plans, local accessibility plans, etc. La Poste brings its expertise in terms of transporting goods and people, and is particularly very involved in the roll-out of corporate and inter-corporate travel plans. The Group contributes to setting up structuring projects for the territories and adapting its business activity. (1) Competition organised by the French Institute for Energy Efficiency in Buildings, IFPEB (Institut français pour la performance énergétique du bâtiment) aimed to reduce the properties’ energy consumption by raising the occupants’ awareness to eco-friendly practices over a one-year period. The competition is conducted at 74 properties among 25 companies Registration document 2014 LE GROUPE LA POSTE 103 5 Overview of business activities Social and Environmental Responsibility Promoting CSR among companies The first lever is to favour responsible partners, suppliers and subcontractors. To do this, La Poste includes social and environmental issues into their purchasing contracts, which, in particular, request that they adhere to a Charter of Commitments. In the selection process, the ranking of bidders includes CSR criteria in such a way as to favour responsible suppliers equally. Throughout the duration of the contract, the Group tries to support their suppliers in taking into account CSR issues. For purchasing in areas with big economic, environmental and/or social risks, meetings are organised with the service providers to identify mutually beneficial ways forward. This commitment has been recognised: on 27 March 2014, La Poste and the City of Paris were awarded the European 1st prize trophies in public fair trade textile purchasing. The second lever is to help spread CSR processes among companies. La Poste is a partner of several employer clubs, a member of the France sustainable development club (EpE, French Committee for the Environment and Sustainable Development (Comité 21), C3D, the Carbon footprint association, Study Centre for Corporate Social Responsibility (ORSE), etc.) and supports NGOs (OREE, FNE, FNH) whose purpose is to co-construct and encourage contributions from French civil society at large international sustainable development meetings. La Poste promotes high quality management best practices through its participation in quality associations (e.g. Afnor’s “Management & Services” Committee, of the Innov’Acteurs association, AFQP—Association France Qualité Performance, etc.), its partnerships with intercompany associations (e.g. Best Practices ISO or Club Benchmark EFQM) and service professions’ associations and customer relations’ associations (e.g. Association française de la relation client, Association pour le management de la réclamation client, Institut Esprit Service). The third lever is to encourage seeking ways to integrate CSR into managerial practices. In that sense, the Group is a partner of Paris-Dauphine University’s Diversity Chair, and a founding member (with the KEDGE school of management, SNCF, Orange and several NGOs) of a new Chair on the circular economy called “Business as Unusual”. CSR in the international postal sector As part of its chairmanship of the UPU (1) “sustainable development” task force, in November 2014, Le Groupe La Poste organised a seminar for the Caribbean region bringing together all of the postal services in that area. Representatives from the Group shared their best practices, particularly on managing natural disasters, diversity and new products and services that take sustainable development into account. La Poste also supported the creation of the carbon compensation fund called the Postal Carbon Fund (an association governed by Swiss law) in April 2014 with eight other founding postal services (Costa Rica, Ecuador, Finland, Ireland, Senegal, Switzerland, Thailand and Togo). La Poste was elected Chairman of the association. The first industry-specific carbon compensation fund in the world, this fund allows postal services in developed countries to offset their CO 2 emissions by funding sustainable development and emission reduction projects in developing countries. Helping to develop local employment f Le Groupe La Poste is increasing the proportion of SMEs among its suppliers. La Banque Postale also offers loans or factoring for SMEs. f The Group has its takeover bids on the shared Internet platform “Handeco - P@s à P@s”, of which it is a founding member, which, along with initiatives to raise awareness of solidarity purchasing (purchases in the disabled and sheltered sector and in the sector for integrating people via business activities) among purchasers and managers, increased the percentage of its purchases granted to these sectors (€14.7 million for La Poste in 2014) and thus the local employment of people with disabilities. The platform also includes companies which integrate people via business activities, which helped this sector to reach 2.13 million purchases. f The Group also signed the Alliance Dynamique with 35 partners from the Social and Solidarity Sector (ESS) in 2014. Supporting the paper recycling industry Launched at the beginning of 2012 with micro-businesses, SMEs, and local authorities, La Poste’s office paper collection and recycling solution, Recy’go, has now been rolled out across France. 2,845 companies have chosen this Mail offering, or those of its subsidiary, Nouvelle Attitude, as well as some of La Poste’s internal facilities, i.e. over 15,995 metric tons of paper in terms of volume, 4,332 metric tons of which were collected by postmen. Bolstered by this first success, the Mail division envisions expanding its offering to other sectors. This offering will be extended to treating loose cardboard in 2015. La Poste has undertaken to have recycled all of the paper collected by postmen, and to perform this recycling process in France. Most of the sorting for recycling companies is carried out by structures for integration through work (local partners and the Nouvelle Attitude subsidiary). (1) Universal Postal Union: the United Nations specialised agency for the postal sector, which includes 192 countries. 104 Registration document 2014 LE GROUPE LA POSTE Overview of business activities Social and Environmental Responsibility The Silver economy: facilitating services to individuals La Poste signed the Silver economy contract co-launched by the Minister for Productive Renewal and the Minister in charge of the Elderly and Autonomy. It facilitates access to services to individuals, either through its new postmen services, or by developing the area of digital services. La Poste has rolled out its Porteo Postmen Services throughout the country (delivery of books, medications) and Cohésio (collection of information at the home on behalf of approved third party legal entities). Trials on a digital concierge service are under way, the Bank has developed a support site for caregivers (www.vivreenaidant.fr) and postmen are being equipped with Facteo smartphones, the process of which will be completed by the end of 2015 – all of which open up many new development opportunities. Le Groupe La Poste has also developed a solution with partners (Tikeasy, Bayard Presse, and Archos) called Cohesio Digital, aiming to create a package of services to encourage “living well at home”, social ties and home support for elderly people. A user-friendly digital tablet providing access to services and social ties will be tested in April 2015. The project was one of the winners selected by the French government as part of the 2030 Global Innovation Competition on 23 July 2014. Solutions for sustainable mobility The Group is particularly invested in developing more ecofriendly vehicle fleets. Grouping together electric vehicle orders structured the demand for electric utility vehicles and the emergence of an industrial sector. An order for nearly 20,000 vehicles, including 10,000 for La Poste, was made based on the needs of public corporations, roughly 20 private companies, local authorities and the French government. The 5,000th vehicle was delivered to La Poste at the end of 2014. With the support of postmen, the Group tested prototypes and drew up specifications for a three-wheel electric vehicle intended to partially replace the accident-prone motorised two-wheelers that emit greenhouse gases. In 2014, the manufacturer, Ligier, won the contract with the Staby, and 100 Stabys have since been introduced. The Group’s expertise in fleet management is used to support corporations and authorities in their transformation projects: optimising vehicle fleet management, helping to 5 introduce electric vehicles and creating innovative solutions (car-sharing, carpooling, etc.), creating corporate travel plans (PDE). In addition, Mobigreen, a subsidiary of the Services-Mail-Parcels business unit, trains employees of companies and authorities in eco-driving, handling electric vehicles and road safety. Since 2014, it has been offering a comprehensive consulting service on implementing sustainable captive fleet management. Supporting innovation while maintaining corporate social responsibility (CSR) For the Group, investment in CSR-related research makes it possible to open up new possibilities or solutions in order to come into line in a timely and appropriate manner to evolving lifestyle, organisational or technological trends. Furthermore, by virtue of the range of its business activities and its interaction with all segments of society, La Poste represents an appealing testing ground for various research groups. It is therefore a partner of several competitiveness clusters throughout the country. La Poste focuses on financing and supporting innovators: f o n 26 May 2014, Le Groupe La Poste launched Start’inPost, a new subsidiary under the Digital Services business unit (see Chapter 5, Section 5.5). Several of the innovations supported by this start-up support programme make it easier for everyone to access products and services; f La Banque Postale offers professional micro-loans in partnership with Adie, in order to help with company start-ups and handovers; f the Group supports the collaborative economy: partnership with KissKissBankBank (46 projects were supported), and with HelloMerci (peer-to-peer solidarity loans). In May 2014, the Group was also a partner of the OuiShareFest, for the second edition of this event, which brought together the international community of professionals working on the future of the collaborative economy. The Group thus supports the development of economic models where use is more important than ownership and where the use of a good or a service can be increased through sharing, trade, bartering, sale or rent, with a strong local dimension and digital support; f as part of its partnership with Ashoka, GeoPost launched a call for projects on “the last mile of delivery” to social entrepreneurs in order to simplify deliveries for customers and reduce their environmental impact. Registration document 2014 LE GROUPE LA POSTE 105 5 Overview of business activities Social and Environmental Responsibility 5.8.3.5 Developing solidarities and working together The Group is working to push boundaries to prevent exclusion, owing to its long-standing commitment for access to information, by creating links between players, access to banking and insurance services and the commitment of its staff and La Poste to support vulnerable people in accessing education, culture and, ultimately, employment. Promoting human rights Le Groupe La Poste is a member of the Global Compact and every year publishes a communication on progress made. The Group promotes human rights to its suppliers, who pledge their compliance by signing the Purchasing Charter. The Group’s CSR Reference Guide, upon which internal control and internal audit is based, includes human rights. Compliance monitoring primarily needs to focus on discrimination and equal opportunities, well-being at work (occupational accidents and illnesses, musculoskeletal disorders – MSD, psychosocial risks) and job quality. The Group’s companies have progressively developed policies and practices aimed at respecting equal opportunities and non-discrimination towards both employees and customers, as defined in International Labour Organisation agreements. La Poste is especially committed to this cause (see Chapter 17). Social action towards employees and their family La Poste’s 2014 budget for social action amounted to more than €213 million and was primarily allocated to catering, sporting and cultural activities, children, vacation and contingency and social solidarity. La Poste has also developed individual social action services, such as holiday vouchers (45,473 savings plans), study grants, and pre-paid service cheque s (CESU) (see Chapter 17). The housing service assists vulnerable people by offering access to housing and social housing (see Chapter 17). Joining forces to offer new public policy solutions The Group’s strategic plan is based on developing existing business activities and conquering new areas, which is the entire purpose of the Alliance Dynamique, a cooperation between the Group and stakeholders in the Social and Solidarity Economy (ESS), launched on 14 October and which undertakes five shared areas of work: shared spaces, banking products, human resources, energy transition, and purchasing. 106 Registration document 2014 LE GROUPE LA POSTE The Group is currently working with the main players in the sector to transform these projects into concrete and operational programmes. Two other projects are being studied – shared digital technology and shared mobility. La Poste and employees’ commitment to social integration The initiatives aimed at social integration focus on access to money, access to information, and access and return to work. They rely on joint initiatives with volunteer employees. Beyond assuring access to its service offering to the largest possible number (see Section 5.8.3.1), La Poste’s goal of contributing to social integration is supplemented by several initiatives. An online study was conducted to review solutions adopted by people under financial constraints, through social networks. The resulting information has served to enhance the training of postmen in contact with these populations. La Banque Postale pays special attention to financial vulnerability. La Banque Postale supports IEFP (Institut pour l’éducation financière du public – Institute for public financial education) and the Entreprise et Pauvreté association. It also rolled out the “L’Appui” platform, which provides advice and banking/budgeting guidance for financially vulnerable customers. It was expanded in 2014 to the financial centres, volunteer post offices (more than 100 in the Greater Paris region and in the Rhône-Alpes region), to La Poste’s Mediator, claims departments and partner charitable organisations. “L’Appui” was recognised by the French government as part of the “La France s'engage” (France commits) projects. La Banque Postale also offers customers who are experiencing temporary or recurring financial problems services like banking and budgetary support, and an introduction to partners, organisations and social services, in order to expand access to entitlements and to socially inclusive offerings. These actions also apply to its partners and subcontractors. Le Groupe La Poste, together with TF1, Orange, L’Oreal, Publicis and Manpower founded the B'A'ba Solidarité intercompany organisation that combats illiteracy and provides access to basic skills within companies. The Group is also involved in promoting the employment of vulnerable persons by: f informing the most vulnerable young people and job-seekers about its businesses, via: taking part in local authorities’ job fairs, local integration plans, in employment organisations’ plans (local missions, and job centres); Overview of business activities Dependence on patents f developing mentoring and sponsorship programmes for young people and job seekers (signing of a partnership agreement with the “Our Neighbourhoods Have Talent” (Nos quartiers ont du talent – NQT) organisation and with the French “second-chance schools” in December 2012, which enabled students to discover La Poste’s jobs and those of its suppliers and subcontractors. In 2014, La Poste joined the Board of Directors of the new French “second-chance schools” foundation and the partnership will be renewed in 2015). La Banque Postale founded the L’Envol (Take-off) organisation in 2012. The aim of this organisation is to help talented students from lowincome (urban and rural) households to make their way through secondary and higher education. The students are identified in junior high school, and receive financial and cultural support from volunteer postmen from their first year in high school until their entry into a higher educational stream; f by supporting young people seeking professional 5 The Group is engaged in providing access to information and developing writing skills. The La Poste foundation undertakes actions on a local level to make learning how to write accessible to everyone. Around 50 projects were supported in 2014 to help isolated people (hospitalised, incarcerated, etc.) or those who have lost touch with writing to rediscover the pleasure of writing. In addition, in 2014, La Poste signed a partnership with the Monalisa association (National mobilisation against the isolation of the elderly) whose goal is to encourage elderly people to maintain active lifestyles. Le Groupe La Poste supports its employees’ commitment to solidarity: internationally, by financially supporting two nonprofit associations: Planète Urgence (since 2006) and France Volontaires (since 2008). In 2014, 50 Group employees went on humanitarian leave, bringing the number of employees who have given their time and expertise to educational and socio-economic missions to nearly 550. integration. In July 2014, Mediapost SAS and the EPIDE signed a partnership agreement for which Mediapost SAS obtained the Prize in the “Training and Mentoring” category, during the 9th Diversity Awards. The prize was awarded in Paris on 9 October 2014 by the consulting firm Diversity Conseil RH. 5.9 Exceptional events Not applicable. 5.10 Dependence on patents Not applicable. Registration document 2014 LE GROUPE LA POSTE 107 108 Registration document 2014 LE GROUPE LA POSTE Simplified organisational chart 6 Registration document 2014 LE GROUPE LA POSTE 109 6 Simplified organisational chart The Group is structured around the operating segments described in Note 5 to the consolidated financial statements (income statement and main elements of the balance sheet). Almost all the operating segments comprise a division of La Poste and a first level subsidiary, with each first level subsidiary itself having several subsidiaries listed in Note 41 of the notes to the consolidated financial statements. The business activities of the Group’s main subsidiaries are presented in Chapter 5 (“Overview of business activities”) of this registration document. The Group’s simplified organisational chart at 31 December 2014 is presented below. The percentages mentioned for each entity correspond to the interest share in the capital. La Poste Business segments La Poste divisions Secteurs d'activité La Poste - Parcels SECTEURS OPÉRATIONNELS Services-Mail-Parcels La Poste - Mail La Poste - Home services Secteurs GeoPost d'activité Secteurs d'activité La Banque Postale Mail first-level subsidiaries Sofipost (100%) (100%) La Poste Financial Services (100%) (excluding digital services activities) (1) GeoPost (1) La Banque Postale (1) (20.15%) Sofipost Secteurs d'activité La Poste Digital Services (100%) La Poste Network Secteurs d'activité La Poste La Poste Network (51%) Secteurs Real Estate d'activité La Poste Real Estate (100%) Secteurs Other d'activité La Poste Support and headquarters (100%) Digital Services CNP (Docapost and Mediapost digital services activities) (1) La Poste Télécom (2) (1) Poste Immo (1) Véhiposte (1) (1) See detail of each operating segment’s subsidiaries in the scope of consolidation presented in Note 41 to the consolidated financial statements. (2) Joint venture owned together with SFR. 110 Registration document 2014 LE GROUPE LA POSTE Simplified organisational chart 6 The main second or third level subsidiaries in the Services-Mail-Parcels, Digital Services, GeoPost and La Banque Postale segments are the following (with the Group’s share of interest): Sofipost (1) Docapost Mediapost Holding (100%) Viapost Asendia (100%) (50%) Logistics International Mail (100%) Commercial communication Desktop publishing, BPO Digital Services Services-Mail-Parcels GeoPost Chronopost (France) (100%) Exapaq (France) (100%) DPD Germany Division DPD GeoPost GmbH (100%) DPD Vetriebsgesellschaft (84%) DPD Aschaffenburg (84%) DPD Betriebgesellschaft (84%) DPD Delicom (84%) DPD Poland Division Siodemka (100%) DPD Polska (100%) DPD UK Division GP UK Ltd (100%) Interlink Express Parcels Ltd (100%) SEUR Spain Division GeoPost Intercontinental Division SEUR GeoPost (92%) DPD laser (75%) Menexpres (92%) SEUR International (92%) SEUR SA (65%) (1) The legal operations of splitting the Sofipost subsidiaries between the Services-Mail-Parcels and Digital Services business units will be conducted in 2015. Registration document 2014 LE GROUPE LA POSTE 111 112 Registration document 2014 LE GROUPE LA POSTE CNP (20.15%) (36.25%) Sopassure (50%) (50%) LBP Prévoyance (50%) Insurance LBP Conseil en assurances (100%) LBP Assurance IARD (65%) LBP Assurances santé (65%) (100%) SF2 Tocqueville Finance (92%) Asset Management LBP SAM (100%) LBP Asset Management (100%) (100%) BPE (99.99%) LBP Gestion Privée LBP Collectivités locales (65%) La Banque Postale LBP Crédit aux entreprises (100%) Retail banking/loans LBP Financement (65%) CRSF DOM (100%) CRSF Metropole (100%) Tertiaire St Romain (100%) SCI 6 Simplified organisational chart 6 Simplified organisational chart Intragroup relations Intragroup relations The main flows between La Poste and its subsidiaries are described in Note 1.5 of the notes to the parent company financial statements (see Chapter 20, Section 20.2). As Group parent company, La Poste provides funding for industrial and commercial activities and equity for La Banque Postale. In connection with this policy of centralising the Group’s financing, La Poste received €190 million in interest corresponding primarily to loans, contributions and guarantees granted to subsidiaries, including interest income from La Banque Postale’s perpetual subordinated bonds (€64 million). In addition to cash flows linked to this financing activity, La Poste received €445 million in dividends in 2014 (see Note 33 of the notes to the parent company financial statements). Furthermore, with some of its subsidiaries, La Poste has signed framework agreements, support agreements and service contracts (marketing, BPO, IT services, real estate services, finance, etc.). Specifically, La Poste is the main service provider for La Banque Postale, which uses La Poste to run its front-office (La Poste Network post offices) and back-office (financial centres) operations. La Banque Postale is La Poste’s main banker. The transactions carried out between the the Group’s fully consolidated companies and with the other related companies, and with joint ventures, are presented in detail in Note 35.2 to the consolidated financial statements. Furthermore, treasury agreements have been implemented between La Poste and most of its subsidiaries (excluding La Banque Postale) in connection with defined management rules. A large majority of the Group’s debt is held in La Poste’s accounts. The Group’s assets are detailed in Chapter 7. The table below details the components of certain balance sheet items (non-current assets, debt, cash and cash equivalents), cash flows from business activities and the amount of dividends paid in 2014 and owed to the Company as at 31 December 2014, broken down between La Poste parent company and the main business units: La Poste La Banque Postale GeoPost Poste Immo Other Group Non-current assets (including goodwill) 1,228 1,102 2,381 2,976 848 8,535 Intercompany debt 6,897 82 26 7,005 Cash and cash equivalent and other asset items included in the net debt calculation 2,801 176 22 2,999 (438) (€ million) Cash flows from operating activities Dividends received by La Poste 216 (1,469) 378 263 173 261 86 82 16 Registration document 2014 LE GROUPE LA POSTE 113 114 Registration document 2014 LE GROUPE LA POSTE Property, plant and equipment 7 7.1 The Group’s assets 116 7.2 Environment and sustainable development 117 Registration document 2014 LE GROUPE LA POSTE 115 7 Property, plant and equipment The Group’s assets 7.1 The Group’s assets Net book value of non-current assets The Group does not calculate the market values of its assets and liabilities. However, it carries out frequent valuation tests on samples of assets when researching impairment indices. The net book value of the Group’s intangible assets (excluding goodwill) and property, plant and equipment amounted to €6,730 million at 31 December 2014, compared to €6,738 million at 31 December 2013. The net book value of capital assets by type and sector as at 31 December 2014 can be presented as follows: Net book value (€ million) ServicesMail-Parcels Intangible assets Land and buildings Machinery and equipment Vehicles Other tangible assets Assets under construction TOTAL GeoPost La Banque Postale Digital Services La Poste Network Support and Structures Real estate Total 240 124 350 67 24 44 1 850 18 361 424 8 0 2,819 0 3,629 305 189 57 24 6 0 35 617 17 33 0 0 0 0 420 470 178 77 133 14 80 347 43 874 14 160 7 0 0 109 0 291 772 945 972 114 110 3,319 499 6,730 Information on non-current assets by nature is presented in Notes 16 and 17 to the consolidated financial statements and in Notes 9 and 10 to the parent company financial statements. The Group’s main assets are made up of fully owned or rented property assets. Other property, plant and equipment include vehicles, machinery and office fittings. The Group’s property assets correspond to a portfolio of 12,490 buildings with total surface area of 9,770,000 m2, 4,231,000 m2 of which are wholly owned. They break down as follows at 31 December 2014: GROUP PROPERTY ASSETS BY CATEGORY Directly-owned properties Mail/Parcels platforms m2 thousand number m2 thousand 590 1,260 768 1,769 GeoPost platforms 10 161 70 285 Financial centres 50 319 7 12 2,290 1,310 7,315 1,184 Administrative buildings 180 528 445 641 Other sites 295 653 470 1,648 3,415 4,231 9,075 5,539 Post offices TOTAL 116 Rental properties number Registration document 2014 LE GROUPE LA POSTE 7 Property, plant and equipment Environment and sustainable development GROUP PROPERTY ASSETS BY GEOGRAPHIC AREA Directly-owned properties Rental properties number m2 thousand number m2 thousand France 3,375 4,009 8,610 3,903 Europe 40 222 380 1,446 0 0 85 191 3,415 4,231 9,075 5,539 Other continents TOTAL The vast majority of the Group’s property assets are managed by the real estate operating segment, which includes Poste Immo (wholly-owned) and La Poste’s Real Estate Department. The assets managed by the real estate segment represented 2,699 million m2 of floor space in wholly-owned properties and 3,809 m2 of floor space in rental properties at end-December 2014. OCCUPANCY OF DIRECTLY-OWNED AND RENTAL PROPERTIES BY BUSINESS SEGMENT m2 thousand % Services-Mail-Parcels 4,013 41% GeoPost 2,175 22% 465 5% La Banque Postale Digital Services La Poste Network Support and Structures 109 1% 1,941 20% 181 2% External customers Vacant areas TOTAL The gross vacancy rate of directly-owned properties (1) was 15.2% at 31 December 2014. It represents 642,000 m 2, 354,000 m2 of which are under sale and around 2,200 m2 7.2 79 1% 806 8% 9,770 100% under renovation or demolition. The net vacancy rate (2) of these areas was 6.7%. Environment and sustainable development This section is covered in Chapter 5, Section 5.8 “Social and Environmental Responsibility”. (1) Percentage of vacant directly-owned surface areas. (2) Percentage of vacant directly-owned surface areas excluding areas that are up for sale or undergoing renovation works. Registration document 2014 LE GROUPE LA POSTE 117 118 Registration document 2014 LE GROUPE LA POSTE Innovation and intellectual property 8.1 Open innovation: a project accelerator 8 120 8.2 Process improvement 122 8.3 122 Internal innovation 8.4 Intellectual property policy 123 Registration document 2014 LE GROUPE LA POSTE 119 8 Innovation and intellectual property Open innovation: a project accelerator In a society undergoing tremendous change, Le Groupe La Poste, a multi-business service operator, makes innovation a key component to its strategy in order to meet customers’ new expectations. These changes entail both risks and development issues for the Group. The Group’s innovation strategy is therefore evolving with three main objectives: To that purpose, its innovation strategy takes into account such major developments as: all of the Group’s business activities: listen to customers and identify innovative offers and technologies in the environment, suited to their needs; f the changing relationship between organisations and f develop service innovation (1), a common component in customers with the impact of digital technology in every step of everyday life; f continue modernising business processes: integrate new f changes in consumption methods with the acceleration f promote an internal culture of innovation: allow everyone of e-commerce; f the ageing population in France with the accompanying technologies for better quality of service; to develop tools, services and to discuss methods and best practices. movement of ageing well at home. 8.1 8.1.1 Open innovation: a project accelerator Develop service innovation through open innovation O p e n i n n ova t i o n , a co n ce p t d e f i n e d i n 2 0 0 3 ( H . Chesbrough (2)), is based on the acknowledgment that it is imperative to have all internal and external contributors participate in developing new ideas. The principle of open innovation consists in connecting companies to their environment to stock up on ideas, inventions, processes, teams and market validations. 8.1.2 It is this principle which is central to developing innovative services in the Group by relying on a value-creation ecosystem (customers, shareholders, suppliers, academia) and on the Group’s ability to notice fundamental sociotechnological changes and identify the best solutions to integrate them into processes, products and services, in line with this ecosystem. Creating value with open innovation Backed by many years of experience, open innovation is developing around several supplementary processes within the Group via four steps: f future challenges are analysed in collaboration with academia. They require taking into account changes in the environment, with the broadest possible approach that is at the same time societal, technological and international in nature. The resulting analysis is then shared with the business unit s. In 2014, challenges related to ageing as well as society's digital transformation enabled the identification of potential short- and medium-term opportunities for the Group; (1) The goal of service innovation, while drawing frequently on disruptive technological solutions, is to above all enhance and/or facilitate the customer experience during interactions with its supplier. (2) H. Chesbrough, an Adjunct Professor and executive Director of the Center for Open Innovation at the University of California Berkley’s Haas School of Business, developed a thesis on open innovation (Open Innovation: The New Imperative for Creating and Profiting from Technology-2003). 120 Registration document 2014 LE GROUPE LA POSTE Innovation and intellectual property Open innovation: a project accelerator f identifying trends and sharing experience is achieved by being actively involved in the innovative ecosystem (1) with: − intercompany clubs, forums for discussing and sharing best practices between major groups and SMEs – innovative start-ups (Club des Directeurs de l’Innovation, Club Open Innovation, IE Club), − associations and think tanks where contributors to innovation meet and share transformative ideas: FING, competitive clusters (Cap Digital), − customers: to jointly build and test new offerings before their launch on the market (for example, the Banking Lab), − support to associations that work to promote innovative companies (Moovjee), − partnerships with events seeking to support innovation: − in 2014, the Group supported the Paris “Innovation Grands Prix” for the fourth year, in the “Services to Companies” category, − the Group is a partner of the fourth edition of the Dataconnexions contest devoted to the theme of “local services”, promoting projects using one or more public data sets acquired within the framework of a public service mission; f qualification and execution of innovative projects, with SMEs and start-ups: − Lab Postal, the sixth event of which took place on 4 & 5 December 2014, and which gathered together 20 prototypes and innovative solutions structured around seven themes (Trustworthy digital services, Collaborative economy, Customer experience, Silver economy, Data, Different work methods, Smart Cities). Lab Postal has become a major event in the Paris region’s innovation ecosystem and has contributed to the Group’s open innovation momentum. Through this vehicle, the goal is to promote an understanding of the stakes and opportunities of the digital transformation by means of: exchanges with external and internal contributors, experiments with service prototypes developed with innovative companies, tests of tools and methods fostering innovation (digital tools, design, creativity, etc.). 8 Since its creation in 2009, 90 prototypes have been produced on this basis with the business units and their subsidiaries, with 20% reaching concrete development phases (smart letterboxes, complex data analysis system to manage industrial containers, innovative urban delivery vehicles, citizenship relations management, etc.), − the FTSIO open innovation fund (le Fonds Transverse p o u r l’ I n n o v at i o n O u v e r t e ), w h o s e b u d g e t i s €450,000 for 2014, contributes to the development of partnership projects by Group subsidiaries through an open innovation approach (formation of business partnerships, experimentation or research agreements). Since its creation, the FTSIO has helped 40 projects to emerge from all business units and has funded 21 of them with 22 different partners (for example, Pickup Store, a boutique located in Paris region train stations, which offers online shoppers a new delivery solution for their parcels and easier access to practical everyday services; or Doc Eye, a set of professional applications on augmented reality glasses), − Start’inPost, launched on 26 May 2014, is Le Groupe La Poste’s industrial accelerator. Its goal is to facilitate innovation within the Group using a pragmatic approach to open innovation, notably by developing business relationships with the Group’s operational entities. The programme, offered to selected projects, lasts one year and takes place in two phases: − one three-month long test phase to test the technical and commercial viability and strength of the project, − one nine-month long acceleration phase during which Le Groupe La Poste provides material, methodological and commercial resources to accelerate project development. For projects deemed strategic in nature, Start’inPost can fund growth due to acquiring a stake in the share capital. After six months of activity, the accelerator chose five start-ups to launch pilots with the Group’s operational entities and has already integrated the start-up Heuritech in its acceleration phase, − the “Paris Lab” of the Services-Mail-Parcels business unit: launched in 2014, this “living lab” aims to incubate new uses and services for its postmen by organising experiments in regions through partnerships. (1) The open innovation ecosystem defines relations between a company and all of its innovation partners. Registration document 2014 LE GROUPE LA POSTE 121 8 Innovation and intellectual property Process improvement Among these new uses and services, Cohesio Digital, designed with research laboratories and a start-up, won the G lobal innovation award (1) in the Silver economy category. The goal of Cohesio Digital is to help elderly people age well at home, without feeling isolated, by combining home care assistance by the postman, an open multi-services platform and a robot to provide the interface; 8.2 f venture capital contributions and capital development via XAnge: for the past 10 years, La Poste and La Banque Postale have contributed €44 million, for their share, to provide equity financing for young, innovative companies via the capital investment fund management company XAnge, along with partners (CDC, CNP, Neopost, Laser, Idinvest, DPI Financement). The funds used for these investments are mostly from the capital risk company (SCR) XAnge Capital, the venture capital fund (FCPR) XAnge Capital 2, and the Common Innovative Investment Funds (FCPI) collected every year primarily by the La Banque Postale network. The Group also provides its business expertise in generating XAnge’s deal flow. Process improvement For several years, each of the Group’s business units have been continually improving the quality of service offered to customers. In addition to the industrial modernisation that has been under way for more than 10 years, this optimisation takes place by integrating new technologies into existing processes, modelled on a few of the following significant examples currently being rolled out: f Predict, the solution developed by DPD UK and gradually expanded to all European subsidiaries, to deliver within an announced two-hour window and several rescheduling options; f secure online payment through voice recognition, offered by La Banque Postale; f tablets which equip post offices and Local Postal agencies to create connected public outlets. f Facteo, a smartphone which aims to simplify interactions between customers and the postmen; 8.3 Internal innovation Changing culture and tools is an important driver of Group transformation and depends on internal innovation, a structured management approach seeking to foster and promote the development, the implementation and the dissemination of ideas by all personnel to create added value and improve organisational performances. To this effect, the “20 projects for 2020” internal innovation stimulation programme was launched on 26 June 2014 as part of the roll-out of the “La Poste 2020: Conquering the Future” strategic plan. This programme responds to two major challenges for the Group: its development and its transformation. This plan aims to harness internal energies to conquer new areas every year: employees can propose then develop innovative projects to either develop new business activities or to improve the Group’s customer experience. The teams of employees with winning projects, which are selected by a committee of experts and submitted to the Chairman and Chief Executive Officer, may develop their project within La Poste for 6 to 18 months. They will be sponsored by a Group executive and the Group Executive Committee will monitor the progress of their projects. (1) The goal of the Global Innovation Competition is to find talented people and future champions of the French economy by first identifying them, and then by supporting the growth of French entrepreneurs or foreign entrepreneurs whose innovation project presents particularly strong potential for the French economy. (www.entreprises.gouv.fr/innovation-2030/accueil-innovation-2030). 122 Registration document 2014 LE GROUPE LA POSTE Innovation and intellectual property Intellectual property policy “20 projects for 2020” aims to create an “intrapreneurial” spirit, or in other words, an internal entrepreneurial and innovative spirit, a real managerial lever for all of the Group’s transformations. 8.4 8.4.1 8 By pooling together and organising employee resources around focus areas described in the strategic plan, by changing management methods and by creating an ecosystem that encourages the development of supervised initiatives, the Group must generate a new surge of groundbreaking ideas from external companies. Intellectual property policy Patents As service operators, the Group’s business units mainly use patents and licenc es developed by partners and suppliers. The amount invested for research tax credits is not significant. and sorting, transport and storage, distribution and collection). Le Groupe La Poste has filed more than 40 patent applications to which it has full title with INPI over the last decade, mainly for industrial mail facilities (i.e. processing The Group is not dependent upon any patents. 8.4.2 Dependence on patents Trademarks The Group’s main brand is “Le Groupe La Poste”, which has been registered in France and the European Union and is endorsed by all subsidiaries in their institutional and business communications. The Group has a portfolio of approximately 1,700 brands registered in France and around the world. The Group has registered many other brands corresponding to the names of subsidiaries, products and services. Lastly, constant care is taken to protect, defend and monitor the portfolio of brands and domain names to prevent any fraudulent or unauthorised use that could harm the Group’s intangible assets and brand image. Registration document 2014 LE GROUPE LA POSTE 123 124 Registration document 2014 LE GROUPE LA POSTE 9 Risk factors 9.1 Risk management system and methods for identifying and handling risks 126 9.2 Strategic risks 127 9.3 Operational risks 129 9.4 Financial risks 131 9.5 Legal and regulatory risks 135 9.6 Policy of covering certain risks with insurance 138 Registration document 2014 LE GROUPE LA POSTE 125 9 Risk factors Risk management system and methods for identifying and handling risks The Company performs its business activities in an environment that carries certain risks. Readers should pay careful attention to the risks described below. One or more of these risks may have a negative effect on the Group’s business activities, financial position or results. Other risks that have not yet been identified, or that Le Groupe La Poste currently deems non-material, could also have a negative impact. 9.1 Risk management system and methods for identifying and handling risks The risk management system (1) is set out in the Group’s Risk Management Charter. Signed by the Chairman of Le Groupe La Poste, this Charter, which has been in force since 1 January 2010, was updated on 1 January 2015. It applies across the whole Group. The risk management system is in compliance with the professional standards recommended under COSO and ISO 31000 international guidelines and the French Financial Markets Authority’s reference framework. It is also based on standards contained in the legislation and regulations to which La Banque Postale is subject. The identification and assessment of major risks, and the preparation of plans to control these risks, are based on work carried out in each business unit , subsidiary and functional domain, on interviews with the Group’s senior executives and on permanent oversight of risks at each specialist unit and body (e.g. HR, security, legal, information systems, etc.). Audit plans are drawn up based on the Group’s major risk mapping as well as sector mapping. The results of this work are presented each year to the Board of Directors’ Audit Committee, after they are presented to the Executive Committee who approves them. The Executive Committee relies on the Group Risk Committee, a body combining representatives from the business unit s, the main subsidiaries and the crossdivisional support functions, which coordinate the risk management approach. Another meeting, at mid-year, allows the Executive Committee to ensure that the implementation of risk control plans is monitored. An overview of this monitoring is also presented to the Audit Committee. The Group Risk Department, which works under the Audit and Risk Director who himself reports to the Chairman and Chief Executive Officer, draws up the major risk cartography project in collaboration with the concerned parties, prepares the work of the Risk Committee and the Executive Committee regarding risk management and organises the "risk/insurance and internal control" sector. f operational and strategic risks associated with all of the This sector supports the managerial line up to the operational premises in order to help control its business activities and risks. There are three types of risk facing Le Groupe La Poste: Group’s business activities; f risks inherent to financial management activities, especially for La Banque Postale; f risks pertaining to the legal, regulatory and market environments in which business activities and missions are carried out. La Banque Postale, GeoPost and Poste Immo also have Audit Committees, to which the main risk factors relating to these entities’ business areas are presented. (1) See Chairman’s report on corporate governance and internal control and risk management procedures (appendix 1). 126 Registration document 2014 LE GROUPE LA POSTE Risk factors Strategic risks 9 9.2 Strategic risks Risks linked to the strategic environment or to the implementation of strategy could have an impact on market developments for each business unit and on the management of external growth transactions and partnerships. Risks related to the business units’ different markets Risks relating to declining mail and postal parcels volume Situation and competitive pressure in Europe and outside Europe on Express activities f For the last several years, physical mail volume in Express parcel transportation activity (GeoPost) is facing significant pressure on prices in Europe due to stiff competition both in the BtoB and BtoC segments, with the latter rapidly growing with the rise in e-commerce. This in turn is putting increasing pressure on margins. Moreover, the market is characterised by both weak economic growth in Europe and by political instability in several emerging countries where GeoPost operates. France is sharply declining, as is the case with most other countries, under the effects of mail digitisation of in particular, and this trend should continue. To keep positively contributing to the Group’s financial business plan, the Services-Mail-Parcels business unit is expanding its products and services, notably by developing growth areas and through innovation. The main risks relate to its ability to develop in tune with market expectations while adapting its organisations and its production facilities to the decrease in volumes. New products and services (new postmen services, increasing targeting capabilities for physical and digital media mail, offerings to “pros”, e-commerce logistics) and creating synergies between handling and delivery networks for different areas of the business unit (notably mail/parcels) aim to control this risk. f In the postal parcels market in France, the Parcels division must deal with the ongoing popularity of alternative delivery models, which has led to significant pressure on prices. The Parcels division has implemented several actions with the development of the So Colissimo offer, perfecting its information system, using additional delivery methods to deliver parcels to automated lockers and the Pickup network. The integration of ColiPoste (now called the “Parcels division”) into the Services-MailParcels business unit in 2014 also aims to strengthen the continuity of the range and operational synergies with Mail. The measures taken by GeoPost’s management at the local and Group levels have enabled it to continue expanding its business activities and results until now. Risks relating to the pace of La Banque Postale’s commercial development Operating in the retail banking market, La Banque Postale has managed to maintain a strong position in the sight deposits and savings market for private individuals. Its continued development depends on its ability to maintain its share of the savings products and current accounts market and grow its market share in property lending, consumer credit, property and casualty insurance and credit lending for legal entities and local authorities, as well as for social home ownership programmes for low income families. However, when there is tension in liquidity and capital requirements are being tightened, rival banking networks are all looking for safe, inexpensive resources (deposits/savings). Increasingly heavy competition and persistently low interest rates are a source of uncertainty where La Banque Postale’s development plan is concerned. Registration document 2014 LE GROUPE LA POSTE 127 9 Risk factors Strategic risks Making the range more comprehensive, (it is now complete), implementing structured sales methods on which the entire sales force and advisors are trained and combining sales management between La Banque Postale and La Poste Network reduces this risk. La Banque Postale applies the due diligence required when implementing new offerings by supplementing its control procedures accordingly, and remaining true to its positioning as a “bank and a corporate citizen”. This change is resulting in a substantial and fast drop in the number of counter transactions, which has only been partially offset by ATMs and the Internet. The challenge is twofold: ensuring the multichannel development of business activities, and particularly banking and mobile telephone activities, and physically adapting the network (types of coverage, products and services available, locations, interior layout) to customers’ needs. Adapting the Network to changes in customer needs and achieving business development objectives Achieving these two objectives in the very dense post office network could face various operational difficulties (from a local, HR fluidity and adaptability, building configuration and information system standpoint). The digitisation of society and the resulting changes in consumer practices have significant consequences on post office activity and the expectations of individual customers and micro-businesses, typical customers of this sales channel. By combining the Network action plan of the 2014-2020 strategic plan, the Digital Services action plan, changing the products and services of the different business units, and combining the Network and La Banque Postale’s sales management, the company aims to address these risks. Risks related to external growth transactions Acquisitions entail specific risks that could potentially call into question their business plans: economic risks (economic deterioration of the business activity or the country, adverse changes in prices, etc.), business risks (loss of major customers, new competitors, substitution products, etc.), management, social, legal risks, etc. When such risks materialise, the profitability or even the viability of the acquired entity may be challenged. Within Le Groupe La Poste, acquisitions up to now have essentially taken place in the GeoPost, Services-MailParcels and, to a lesser extent, the La Banque Postale business units, with part of their development based on external growth transactions. These entities have made acquisitions of various sizes that might entail risks, and notably, difficulties related to implementing the integration of the acquired companies. To be able to control the risks related to its acquisitions, Le Groupe La Poste bases its decisions on an in-depth evaluation of the transactions and their validation at each level of its governance: f At the Group level, any acquisition of more than €30 million must be reviewed and approved by the Board of Directors, as well as external growth transactions carried out as part of a new strategic management strategy, regardless of their amount. Additionally, there is an In-house Capital Expenditure Committee whose mission is to review, prior to review by the Le Groupe 128 Registration document 2014 LE GROUPE LA POSTE La Poste Board of Directors, external growth transaction projects amounting to less than €30 million, any transactions resulting in moving to a new country, or any development project including a new business activity. f At the operational level, each acquisition is evaluated based on an assessment carried out by specialists or external consultants on the quality of the results, the business plan, and the legal risks. Local expertise is sought when the markets are outside Europe, given the specific features of regulations and cultures. Moreover, specific attention is paid to identifying suitable management that is familiar with the local market and available as soon as the deal is completed. In the banking area, partner companies for La Banque Postale’s new business activities were selected through calls for tenders, and the partnership arrangements were carefully studied and negotiated. These procedures for securing external growth transactions aim to help control the risks relating to these acquisitions in various areas, which form an integral part of the Group’s development strategy. Le Groupe La Poste recorded goodwill following transactions completed by its subsidiaries. For 2014, an impairment on €8 million in goodwill was recognised (see Chapter 20.1, Note 15.3.1 of the notes to the financial statements). Risk factors Operational risks 9 Risk relating to the inability to generate the level of cash required for the Group’s development At a time when the Group is undergoing major changes in its business model and corresponding capital expenditure, the Group’s ability to sustainably grow the business relies on two complimentary focus areas: f generating positive cash flows every year after self-financing its business activities and its current organic growth as well as paying dividends to Group shareholders; f ensuring the Group’s access to its external sources of Several risk factors weigh heavily on achieving these goals: the continued decline in mail volume, impacts from low interest rates in banking activities, the difficult economic environment in France and in other European and nonEuropean countries. Measures taken to develop new sources of revenue and to strictly control operating and financial expenses must offset these risk factors and promote the generation of net positive cash. financing (shareholders, bond market) in order to carry out significant external and organic growth transactions. 9.3 Operational risks Changes in employees and skills Le Groupe La Poste’s staff comprises both state and private employees, and is spread over a large number of facilities throughout the country. These features make it complex for organisations to adapt, all the more so since La Poste’s respective business units are facing rapid, fundamental changes in their strategic environment and markets. This leads them to overhaul their work organisation , which has both quantitative and qualitative repercussions on the Group’s human resources policy. The risks from these developments are as follows: Occupational risks As with all labour-intensive companies, La Poste may generate: f professional risks related to the very nature of its business activities, whether it involves physical activities (handling and carrying loads) or customer relations (insults, stress, assaults); f risks linked to changes in organisational structures and business unit content (skills management and psychosocial risk); Risk of developing insufficient skills f image risks in employee-customer relations. The qualitative and quantitative changes of La Poste’s business activities involve a necessary adjustment of employees’ skills. This necessity is not new, and it has always been taken into consideration. Nevertheless, the current rhythm of changes (digitisation of mail, growth of e-commerce, increase in new banking offers, omnipresence of new IT and communication techniques), is such that the subject of continued skills development is on the agenda. As such, La Poste is strengthening its actions in the areas of workforce and skills management planning and training. To deal with these risks, the Company strives to ensure responsible development, prevention, mentoring and training. In particular, a global action plan drawn up at the highest level of the Company has been implemented to prevent psychosocial risks and improve the well-being of Group employees, especially within each line of business. Priority measures determined by Executive Management were rolled out and involved support for management, the organisation of work and change management, health and safety at work, and strengthening local HR functions, as well as forward management of headcount, skills and teleworking. Registration document 2014 LE GROUPE LA POSTE 129 9 Risk factors Operational risks Business continuity, safety and security Risk of loss of sales and disruption of public service missions in the event of a major crisis Every day, more than 210,000 individuals (1) serve 66 million people in France, delivering tens of millions of items, carrying out millions of bank transactions and dealing with 1.7 million people in post offices. These figures measure the economic importance of the services Le Groupe La Poste provides to the public and businesses, the degree of contact between employees and customers and between employees themselves, and also the importance of the human factor in postal business. Moreover, in accordance with current regulations on civil protection and defence, the Group is required to fulfil certain roles necessary for the nation’s economic activity and for the continuity of government operations. A pandemic or any other major crisis preventing a large number of employees from performing their duties would greatly disrupt Le Groupe La Poste’s work and would lower its revenue. Therefore, this challenge concerns both the Company’s social and economic role and its financial health. Crisis management procedures and business continuity plans introduced as part of wider government response measures (to pandemic, fuel shortage, terrorism, etc.) must be adapted to the various possible forms of crisis. Crashes or downgrading of the computer or telecommunications systems, undermining the Group’s ability to support its operating activities This global risk factor, relating to the direct dependence of various Group business activities on its information systems, covers two main areas of risk: Risk of malicious attacks on the Group’s network, mail servers or websites Firstly, an uncontrolled virus can alter, destroy, disclose or make the Group’s information systems unavailable following a partial update of the anti-virus protection or the failure to update it, an insufficiently detected virus spread, an (1) Scope: La Poste parent company. 130 Registration document 2014 LE GROUPE LA POSTE insufficient response or unsuitable user behaviour. Such virus pollution could result in the network being blocked, which would prevent transactions from being carried out with customers (at the post office counters or in the banking back office), or the performance of production processes (for mail or parcels). Secondly, malicious software intrusions (the use of malicious software to wilfully intrude into information systems without authorisation) may be facilitated by weaknesses in the information system’s different security and surveillance mechanisms and components or by careless user behaviour. Lastly, the disclosure of personal or strategic data may lead to direct or indirect revenue losses. This is why the Group’s telecommunications and data exchange network is subject to constant monitoring (an observatory operates 24/7), and is the subject of stateof the-art prevention measures. Following the example of other large companies, La Poste has organised a CERT (Computer Emergency Response Team). Furthermore, considered under the military planning law as Operators of Vital Importance (OIV), the Group works closely with the French Information System Security Agency (ANSSI) and abides by the rules inherent to this classification. Risk in the event of a major disaster at an IT production site The Group’s IT production centres house components of the information systems, which support key management and operational processes: sorting and tracking items, sales administration for mail and parcels, checking account and means of payment management, savings account and investment account management and loan management for the banking activity. To reduce the risk of one of these components being unavailable after a major disaster, whether due to hardware or software, La Poste and its subsidiaries are introducing business continuity and business recovery plans in applications deemed critical. Risk factors Financial risks Risk of armed robbery and incivility in post offices The risk of armed robbery remains significant given the number of post offices, the role of La Banque Postale and the type of services it provides to the French population. The risk lies more on the intensity of these attacks than on the number of them, which has sharply decreased over the last 10 years as a result of the actions taken by La Poste. Additionally, the number of incivilities recorded is increasing. Vigilance and security programmes are continually being strengthened. Bank fraud Like all banks, La Banque Postale has seen an upsurge of external fraud. 9 Fraud is an operational cost that La Banque Postale closely monitors. It consists mainly of electronic banking fraud, and also includes “identity theft”. La Banque Postale significantly reinforced its action plan in 2013, then in 2014, working together with the operators concerned at La Poste, in order to reduce this cost via measures that address both the management and strengthening of tools and controls (including the identification of fraudulent documents), and training on fraud prevention and identification for employees, as well as changes to procedures (transaction security). This significant effort decreased the net cost of fraud from 2013 to 2014 (-14.7%), despite an increase in commercial operating activities. Furthermore, La Banque Postale benefits from an insurance programme from Le Groupe La Poste for internal and external fraud and, in particular, bank fraud. 9.4 Financial risks Apart from banking activity liabilities, which La Banque Postale manages distinctly and in collaboration with the Group, the Group’s other financial liabilities mostly comprise bonds and bank overdrafts. The main purpose of these financial liabilities is to finance the Group’s operating activities. They take out derivative instruments, mainly interest rate swaps, in an effort to manage interest rate risk associated with its financing. associated risks of which (counterparty and liquidity) are managed daily. Le Groupe La Poste takes a cautious approach to risk management based on a system of notional limits for each of the financial risks to which it is exposed through its financial activities. This system of limits is set down in a “Book of Limits” that is updated regularly, based on changes in the business activities of the Treasury and Financing Department. The Group also holds financial assets such as cash and cash equivalents and short-term investments, which are generated directly by its business activities and the An execution report on the Book of Limits is also presented annually to La Poste’s Audit Committee. In 2014, it contained no particular observations. Non-banking financial risks Liquidity risk The Group strives to have sufficient financial resources to finance current business activities and the capital expenditure needed for future growth at all times. The aim of cash management is to find resources at the lowest cost and ensure they can be obtained at any given moment. Liquidity risk is measured via monthly provisions of cash and cash equivalents and dealt with by implementing confirmed credit facilities with financial institutions, and if necessary, by issuing short-term negotiable debt securities (commercial paper and Euro Commercial Paper). The Group also has a syndicated loan facility of €650 million. The loan agreement, which was signed on 20 October 2011 for an initial term of five years, was extended for an additional year in October 2012 under the same conditions, and for a further year in October 2013, under the same conditions. In addition to the €650 million syndicated loan, the Group arranged a confirmed credit facility of €75 million in October 2013, Registration document 2014 LE GROUPE LA POSTE 131 9 Risk factors Financial risks under the same conditions. Chapter 20, Note 32.2 to the consolidated financial statements, provides the maturity on the Group’s financial liabilities. These liabilities do not have any specific clause likely to significantly modify the terms. A liquidity alert is sounded when the one-month provisional cash flow statement reveals that the total short-term financial resources that have been used exceed 50% of all available financial resources (approved credit facilities). Currency risk The Services-Mail-Parcels and GeoPost business units operate internationally, either from France or through foreign subsidiaries. The bulk of these business activities leads to income and expenses denominated in a single currency – primarily the euro. The residual foreign exchange rate risk on operations therefore concerns only very modest amounts relative to the Group’s size. At 31 December 2014, the currency impact on revenue amounted to +€34 million, broken down into +€40 million on the British pound, and-€6 million on the South African rand. The impact of currency fluctuations on operating profit was +€6 million in 2014 (mostly impact from the pound sterling). Fo re i g n c u r re n c y - d e n o m i n a t e d d e b t i s s u e s a re systematically hedged using currency swaps. Therefore, bonds denominated in pounds sterling are subject to a 100% foreign currency hedge (see Chapter 20, Note 32.4 to the consolidated financial statements). using a market tool that determines expected future coupons based on yield curves. In order to anticipate the impact of a rise in interest rates, the cost of debt is simulated every week based on a parallel shift of 50 basis points in the yield curve. If the result of this test exceeds the authorised interest rate limit, preventive transactions are carried out to have again a fixed rate (see Chapter 20, Note 32.3 to the consolidated financial statements). The floating rate portion amounts to around 8% of total debt, excluding debt-matching investments (PTAs). For La Poste, the PTAs involve investing part of its cash (€500 million) in products that are fully-backed (by rate and maturity) by part of its bond debt, so as to provide for the redemption of that debt while neutralising interest-rate risk and benefiting from a more attractive compensation on the matching investments. The impacts from a sharp decrease or increase in rates therefore remain limited on the average cost of La Poste’s debt. Credit risk Credit risk involves a risk of the Group suffering a financial loss if a customer or counterparty to a financial instrument fails to meet its contractual obligations. The risk mainly arises from trade receivables and investment securities. Investment securities In the course of its financial activities, La Poste is primarily exposed to two types of credit risk (see Chapter 20.1, Note 32.1 to the consolidated financial statements): f risk of issuers defaulting on their investment securities; f risk of its market counterparties defaulting on derivative instruments. Interest rate risk La Poste has implemented an active bond debt management strategy, which is based on using derivatives to reduce the cost of its borrowings (see Chapter 20, Note 32.3 to the consolidated financial statements). This dynamic management generates an interest rate risk linked to changes in the yield curve. The interest rate risk is controlled by a percentage limit representing the maximum cost of the bonds on a four-year horizon. This limit, which is revised every year based on the duration of the bonds and the yield curve, is monitored on a weekly basis. The forecast debt cost is determined based on projected cash flows for all instruments used to manage the debt: borrowings and derivatives. These cash flows are calculated 132 Registration document 2014 LE GROUPE LA POSTE La Poste’s cash and cash equivalents are placed in interestbearing accounts, term deposits and short-term debt securities benefiting from the purchase of a minimal short term rating of A2/P2 as well as debt-matching investments (PTAs) . The credit risks are controlled by a system of limits representing the maximum nominal amount not to be exceeded per UCITS or issuer. In the event where an investment portfolio sees one of its short-term ratings fall below A2/P2, this security must be sold “at best” unless the Chief Financial Officer makes an overriding decision. In addition, to limit the risk of loss on the asset investment portfolio (excluding cash UCITS), a maximum loss limit has been introduced. This limit represents the statistical loss on the asset investment portfolio within a 97.5% interval. Risk factors Financial risks Its calculation is based on including the CDS for each security in the portfolio, weighted by its residual maturity. In the case of investments matching a portion of the bond debt (see “Interest-rate risk” above), bonds with a maturity greater than one year have been purchased, primarily through setting up two dedicated funds amounting to €150 million each. Specific limits were developed for these debt-matching investments, particularly those limiting the share of banking securities to 50% and those intended for investment in securities with an A-/A3 rating or above when these bonds are acquired. If these securities (banking and non-banking) are downgraded by one of the credit ranking agencies to under the levels BBB-/Baa2, they will be sold with no override possible. Moreover, in view of its activity in derivative markets, La Poste is exposed to a risk of its market counterparties 9 defaulting. This risk is also controlled by a system of limits, which constitute absolute upper limits for risks from derivative portfolios. The exposure arising from these instruments is identified via a valuation system based on the net market value of the derivatives, less any potential guarantees received. Finally, the commitments vis-à-vis La Poste’s counterparties are subject to systematic collateralisation agreements that reduce the risk of default at the franchise level. Trade and other accounts receivable Provisions are calculated individually, based on an assessment of the risk of default. No Group customer accounts for more than 10% of consolidated revenue. Financial risks related to banking activities Note 33 to the consolidated financial statements (Chapter 20) quantifies risks of the Banking activities. Liquidity risk The amounts allocated to the held-to-maturity investment portfolio are determined by applying a standard test, modelling the liabilities’ run-off under different stress tests and, in particular, incorporating major sight deposit withdrawal scenarios. Liquidity risk is defined as the risk for an establishment to not be able to meet its commitments or not be able to resolve or offset a position due to the market situation. It can occur during times of regular market functioning due to an imbalance on the balance sheet or in a stress scenario. The portion of resources not used for held-to-maturity investments or property lending can be used to build the available-for-sale investment portfolio. These securities are in effect marketable and can be sold quickly if needed. Due to La Banque Postale’s recent activity as a credit institution, its balance sheet structure is characterised by a persistent concentration of assets represented by investment portfolios and, to a lesser extent, loans to customers. The risk control policy of La Banque Postale defines two types of liquidity risk with two different monitoring approaches: tactical liquidity risk, associated with the facility’s treasury management, and structural liquidity risk, related to a change in the Bank’s balance sheet structure (see Chapter 20, Note 33.5 to the consolidated financial statements). In principle, La Banque Postale is not dependent on the market to meet its commitments. Nevertheless, it is exposed to a liquidity risk arising from the transition of its inflows, primarily sight deposits, into outflows with scheduled due dates, either in the form of debt securities or loans. These two risks are controlled by two limits that are periodically reviewed by the ALM (Asset and Liability Management (1)) Committee. (1) Balance sheet management (assets/liabilities). Registration document 2014 LE GROUPE LA POSTE 133 9 Risk factors Financial risks Interest-rate risk Interest-rate risk concerns the possibility of La Banque Postale’s future margins and economic value being affected by interest- rate fluctuations, in particular due to the structural nature of the bank. Current interest rate levels make the risk particularly critical due to the pressure on interest margins that accompanies it. The overall interest-rate risk is measured on the total, comprising the modelled retail banking balance sheet (loans and deposits), portfolios of assets available-for-sale and held-to-maturity investments. It is controlled by a limit on measuring overall interest-rate risk, in line with Basel Committee recommendations. This indicator is presented regularly to the Risk Committee and the ALM Committee and every six months to the Audit Committee (see Chapter 20, Note 33.6 to the consolidated financial statements). Credit risk Credit risk represents risk of loss resulting from the inability of bank customers, sovereign issuers or other counterparties to confront their financial commitments. La Banque Postale implements risk-taking rules relating to commitments and loan issuance in particular, and applies procedures involving scoring and expert systems for the issue or management of loans and overdrafts. La Banque Postale’s Risk Management Department defines and applies credit risk measurement indicators, as well as action plans to be implemented in the event of adverse changes to these indicators. In retail banking business activities, credit risk primarily comes from home loans and consumer credit. In this regard, La Banque Postale Financement, La Banque Postale’s specialist consumer loan subsidiary, has been applying the same rules as for home loans. Likewise, strict rules are put in place regarding loans to legal entities and local authorities since these operations began in 2012. Dedicated teams within these businesses handle the corresponding risks in close cooperation with La Banque Postale’s Risk Department. As regards trading, credit risk stems from interbank cash transactions on deposits, loans and repurchase agreements as well as from corporate, banking or sovereign issuer 134 Registration document 2014 LE GROUPE LA POSTE risk on negotiable debt securities bought and sold by the trading room. Before any capital expenditure, third parties are systematically rated and assigned an individual limit designed to cap the total amount of the commitment. If necessary, these individual levels may be supplemented by so-called Group limits, covering exposures to a group of third parties considered to be the same beneficiary for the purposes of Article 3 of CRBF Regulation No. 93-05. The individual limits are supplemented by a set of limits designed to reduce the risks of concentration on groups of counterparties classified according to their country of origin, their business segment or their internal rating. La Banque Postale’s Risk Committee may revise these diversification limits monthly (see Chapter 20, Note 33.3 to the consolidated financial statements). La Banque Postale’s current holdings of sovereign debt result from the obligation previously made to La Poste’s Financial Services to invest in sovereign debt of OECD countries as specified in the French decree dated 28 February 2000. As at 31 December 2014, La Banque Postale’s direct and indirect exposure to PIIGS amounted to €2.02 billion in total as a result of direct exposure. Exposure to this risk is detailed in Note 33.3 to the consolidated financial statements (Chapter 20). Today, it is markedly less than it was at the beginning of the crisis, thanks to: f run-off management from that date: the portfolio has been significantly reduced, and actually reached zero in late 2012 for Greek securities and reached zero in late 2013 in the case of Portugal; f measures taken at the EU level and by the European Central Bank; f increase of La Banque Postale’s capital base during this period. Exposure to counterparty risk Counterparty risk is credit risk that occurs in market transactions, investments or regulations where the bank is potentially exposed to default from its counterparty. In the terminology used by La Banque Postale, counterparty risk stems primarily from transactions using futures. These transactions, which are only carried out with banking counterparties, are regularly performed within the context of agreements that provide for netting the exposure and arranging a collateral amount with regular margin calls. Risk factors Legal and regulatory risks Market risks Market risk involves the possibility of changes in the market, such as exchange rates, interest rates and the price of equity instruments, affecting the Group’s earnings directly or through its equity investments in CNP Assurances, which has a significant influence on the consolidated financial statements. La Banque Postale is exposed to market risks from its cash management activities and balance sheet management. The market portfolio, which groups together all transactions subject to market risks, encompasses not only the trading portfolio but also banking portfolio transactions, including available-for-sale financial assets and some lending/ borrowing transactions. The risk of fluctuations in this market portfolio, which are defined in La Banque Postale’s risk management policy, is assessed via sensitivity indicators, a Value-at-Risk scenario, and stress tests. This market portfolio is primarily exposed to risks of fluctuations in interest rates and credit spreads and, to a lesser extent, to stock markets and exchange rates (see Chapter 20, Note 33.8 to the consolidated financial statements). Prudential ratios La Banque Postale’s capital base is managed with a view to enabling La Banque to comply with regulatory ratios and ensure its solvency while providing its shareholder La Poste with a dividend yield that is in line with Group policy and expectations. 9 The solvency ratio (1) is the measurement that enables financial institutions’ ability to handle risk to be assessed. To calculate its capital base requirements, La Banque Postale uses a consolidated view of the standard approach to calculate requirements on credit risks, market risks and operational risks, while working to develop an internal model. La Banque Postale, which applies CRBF Regulation No. 2000-03 regarding financial conglomerates, had an overall solvency ratio of 17.0% and a Common Equity Tier 1 of 12.7% as at 31 December 2014. The quality of the Bank’s assets, together with the €633 million capital increase in November 2014, enabled it to report prudential ratios that exceeded regulatory requirements in 2014: despite a sharp increase in loans to customers, the risk quality and level of guarantees attached to the customer loans portfolio allowed the bank to benefit from low weightings. Other assets are mainly made up of an investment portfolio, primarily invested in government bonds or equivalent in conjunction with the risk control policy as defined by La Banque Postale’s governing bodies. Nevertheless, it is advisable to remain vigilant in view of potential additional prudential changes or the uncertainties weighing on certain counterparties, which could affect La Banque Postale’s equity capital requirements as part of the specific measures for applying the “Basel III” regulations in European law (CRR and CRDIV). Lastly, La Banque Postale continued to manage its cash in a cautious manner. This was reflected in surpluses throughout the year, underpinned by the quality of the financial assets owned. La Banque Postale’s liquidity ratio is furthermore well above the regulatory minimum of 100%. 9.5 Legal and regulatory risks Due to its size and the amount of human and material resources (i.e. real estate, IT, vehicles, etc.) that it uses, as well as its historical position on the mail market and its banking activities, Le Groupe La Poste is subject to a strict, well-developed and constantly changing legal and regulatory framework (see Chapter 5, Section 5.7). There is a risk of failing to adapt, or comply within the allotted deadline, with the commercial, legal, financial, civil or criminal repercussions that this can have (see Chapter 20, Section 20.4). This is why managers and their staff in each of the Group’s business segments are made well aware of compliance issues. (1) Solvency ratio = prudential capital base/Risk Weighted Assets (RWA). Registration document 2014 LE GROUPE LA POSTE 135 9 Risk factors Legal and regulatory risks Risk related to compliance with competition rules Le Groupe La Poste now performs all of its operations in a completely competitive environment. Within this context, La Poste and La Banque Postale are both equipped with a Department responsible for compliance. Close attention is paid to this subject in the Group’s various business activities. In accordance with the commitments made to the French Competition Authority, in 2012, La Poste rolled out a competition compliance programme in the Group based on the model created by the French Competition Authority. Within this context, a member of the Executive Committee was appointed as head of the programme and communication and training events were provided to Group employees. A system to signal when competition regulations are breached was made available to them. Two GeoPost subsidiaries are under investigation pertaining to a prior period, and a provision has been made as a safeguard measure (see Chapter 20, Section 20.4). The competition compliance programme was strengthened and a new campaign to raise awareness and train management was rolled out. Compliance with regulations regarding individual freedoms Personal data makes up the primary source of services for the digital economy. Le Groupe La Poste, a player in the digital economy, and a long-time trusted third party, is sensitive to everything that can and must allow for the responsible use of data. The vehicle of this protection policy is the Data Protection officer (CIL). In 2013, the CIL launched a programme to raise awareness among all internal operators and provide them with training. The programme aims to reinforce awareness of data protection from the moment services are designed. Lastly, the programme was partnered by the CNIL, in order to share expertise and experiences. This programme was continued in 2014. Regulations applied to the banking sector and risk of non-compliance La Banque Postale is subject to numerous regulations governing its banking activities, asset management and insurance, and despite all of the precautions taken and controls put in place, a risk of non-compliance cannot be excluded. Numerous savings products and services (means of payment) distributed by La Banque Postale are regulated, i.e. regulations govern the amounts, duration, compensation, taxation, beneficiaries and distribution method. The number of accounts and customers concerned, and the growing complexity of regulations, can automatically generate an operational risk of non-compliance, with the financial consequences this may have. Specific control systems and instructions are designed to manage this risk. The Bank also has a system for the operational validation of products and business information document compliance. 136 Registration document 2014 LE GROUPE LA POSTE For its part, interbank management of means of payment can give rise to legal or regulatory changes that could affect its business model through commissions paid or received. Regarding actions led over the last few years by the French Competition Authority in the area of interbank commissions, the proceedings launched against French banks by the French Competition Authority in 2010, which related to a breach of the competition rules at the time of the switch to the electronic processing of cheque s resulted in a €33 million fine for La Banque Postale. This decision of the French Competition Authority was overturned by a Paris Court of Appeal ruling on 23 February 2012, and therefore granted La Banque Postale the right to recover the full amount of the fine. The French Competition Authority is currently appealing said proceedings in the French Court of Cassation. The risks associated with this dispute are covered by La Banque Postale in the 2014 accounts via a provision amounting to €33 million. Risk factors Legal and regulatory risks 9 Changes to regulations and legal precedence are constantly reinforcing banks’ obligations with regards to their duty to advise (MIFID – Markets in Financial Instruments Directive, DDAC Act and orders of 5 December 2008 and 30 January 2009 – concerning insurance products, etc.). The specific nature of La Banque Postale’s customers, who prefer secure deposits, and the cyclical weakness of the financial markets, widen exposure to this risk. This is why training and professional documentation for the banking customer advice business constantly stress this aspect. This regulatory environment is making the marketing of these products more complex and consequently making sales line skills increasingly necessary. In addition, the duty of counsel is a recurring control theme for bank controllers. Applicable environmental and social regulations Environmental standards As the owner of substantial real estate assets and vehicle fleet (see Section 5.6), La Poste must comply with legislation pertaining to energy saving and reducing CO2 emissions. In addition to the Grenelle Act, the French Act of 16 July 2013 is applicable, Article 40 of which requires all large companies to undergo by 5 December 2015 an energy audit for all of their business activities and be liable for a penalty of 2% of revenue (4% in the event of recurrence) in the event of non-compliance. Several other Group companies are also concerned by the law’s enforcement criteria. La Poste and its subsidiaries will take the necessary measures to ensure compliance, but the size and geographic distribution of both the real estate portfolio and vehicle fleet involved could make it complicated to implement these measures from an operational standpoint. Nevertheless, La Poste’s signature of the ADEME Charter in December 2014 constitutes a major step in ensuring compliance with this law. With regards to adhering to the standards themselves, all new construction will take them into account. Regarding the postal vehicle fleet, it includes a growing number of electric vehicles (more than 5,700 three-and four-wheel vehicles, more than 15,000 electric bicycles which brings the Group closer to meeting its commitments to reducing its energy consumption and greenhouse gas emissions. Lastly, the Services-Mail-Parcels and GeoPost business unit s have put in place a full CO 2 emission offset programme. Accessibility standards The law dated 10 July 2014 allows for an extension of the compliance deadline, which was initially set for 31 December 2014 by the French Act of 11 February 2005, for the accessibility of public access buildings (ERP) for disabled people. This extension is permitted on the condition that a binding plan and a renovation timetable are created and strictly adhered to. This is what La Poste is doing about the portion of its portfolio which has not yet been adapted (particularly in the rental portfolio). The vast majority of the directly-owned portfolio is up to standard in terms of external accessibility. These risk factors are included in this broader component, bringing weight to bear on the Group’s necessity to adapt to environmental and social challenges, taking into account the variety of expectations of the society and the complexity of the regulations affecting the Group’s different business activities. The Group is strengthening its management tools to meet its obligations in this area. Registration document 2014 LE GROUPE LA POSTE 137 9 Risk factors Policy of covering certain risks with insurance 9.6 Policy of covering certain risks with insurance The Group believes it has reasonable and sufficient insurance coverage. The Group’s general policy for insurance is based on the following principles: f risk sharing: wherever possible, a Group policy is taken out to provide each entity or subsidiary with optimum coverage commensurate with its own risks, at minimum cost, regardless of their financial resources; f insurance in priority of the intensity risk: in general, frequency risk, for which the cost of insurance would be too high (deductible, holding, etc.), is kept in-house given La Poste’s financial resources. In 2014, the total premiums for the insurance cover taken out by the Group amounted to €22.1 million. Insurance against property damage and operating losses/all security risks The Group’s casualty insurance programme primarily consists of a “comprehensive damages except” policy, which covers all movable and immovable assets (except for any exclusions specifically mentioned in the agreement), and concerns all the Group’s entities, with the exception of certain subsidiaries covered by a policy that is appropriate for their financial resources. Under this policy, all claims are totalled and the coverage is triggered when they exceed €3 million per year. La Poste therefore insures itself up to this amount. Above this limit, the risk is transferred to the insurer. The main limits under this policy are as follows: f fire, explosion, lightning, electric and electronic damage, land vehicle accident, naturally occurring events and natural disasters, terrorist attacks, smoke damage: €150 million in direct damages of which €45 million is for additional costs; f collapse: €30 million in direct damages and additional costs; f insolvency of suppliers and customers: €20 million. This contract also covers risks tied to funds and securities held by the Group, including those in ATMs. 138 Registration document 2014 LE GROUPE LA POSTE The Services-Mail-Parcels and GeoPost business units, both in France and abroad, also benefit from their “All Risks and Operating Losses” property insurance programme for a total amount of €100 million per claim. Other property insurance policies mainly involve risk coverage: f fraud: this compensates financial losses resulting from fraud, malicious acts committed directly against the Group or one of its subsidiaries on insured items (i.e. all documents, archives, furniture, equipment, goods, programmes and data, and securities held in any way); f IT: these compensate for damages (including operating losses) the Group may suffer in the event of damage to its software and data, resulting from one of the trigger events listed in the contract; f pertaining to banking activity: this compensates financial losses suffered by La Banque Postale and its subsidiaries, triggered by one of the events listed in the policy. Risk factors Policy of covering certain risks with insurance 9 Vehicle fleet insurance Given the importance of the fleet used by La Poste (65,900 internal combustion and electric vehicles), La Poste has set up an array of specific insurances: service vehicles are covered solely by third parties, with a deductible of €250,000 per claim and a retention limit of €600,000. Fully comprehensive insurance has been taken out for company cars. The Group also offers “work car” coverage to employees using their own vehicles for business purposes. Liability insurance A “general and professional liability” policy for non-financial activities covers the liability of La Poste and its French and foreign subsidiaries. Deductibles are adapted to the nature of the risk and beneficiaries of coverage. The main deductibles are between €1,500 and €100,000. This coverage has a maximum limit of €70 million. Professional liability insurance is also taken out for financial activities, covering errors or omissions made in banking activities (professional liability for financial activities and consulting). Then there is obligatory coverage for insurance brokerage, management and real estate transactions, as well as for the employees concerned. There is also liability insurance for the corporate officers, covering all Directors of the Group and its subsidiaries, as listed in the policy, against the financial consequences of any claim made against them, including the cost of defending civil, administrative, arbitration or criminal proceedings, or the cost of reaching an out-of-court settlement. Other insurance Transport insurance Building insurance The Group has three contracts, dedicated respectively to: As owner, the Group takes out building policies including two insurance programmes to automatically cover any operation for up to €10 million: f GeoPost and its French and foreign subsidiaries; f French postal activities; f Subsidiaries of the Services-Mail-Parcels business unit. These policies cover the contractual and professional liability of the Group’s various entities and subcontractors, damage to Group property, damage to third-party property held by the Group, and transfer of funds and securities. f one is called “all site risks” to cover material damage that may occur to buildings under construction; f the other is called “building damage insurance” to cover hidden faults that emerge on these buildings within 10 years after they have been signed off. Registration document 2014 LE GROUPE LA POSTE 139 9 Risk factors Policy of covering certain risks with insurance Events and exhibitions insurance Deprived urban area insurance (ZUS) and insurance to protect employees victims of crime (APAVI) This mandatory insurance covers the Group’s liability as both organizer and participant. The Group has not taken out any “key employee” insurance. 140 Registration document 2014 LE GROUPE LA POSTE These insurance policies cover material damage and personal injury to Group employees at work or while performing their job. Review of the financial position and results 10 10.1 Highlights 142 10.2 Summary of Le Groupe La Poste consolidated results 155 10.3 Operating results by business segment 163 10.4 Other key aggregates of the income statement 178 10.5 Debt and financial strength 180 10.6 Analysis of the parent company financial statements 188 10.7 Post balance sheet events 191 Registration document 2014 LE GROUPE LA POSTE 141 10 Review of the financial position and results Highlights The financial data in this report are based on the Group’s consolidated financial statements prepared in accordance with IFRS. The amounts shown in the tables are generally provided in millions of euros. Rounding may on occasion result in slight differences in totals or changes. 10.1 Highlights 10.1.1 A new organisational structure to enhance development In line with the schedule unveiled on 28 January 2014, Philippe Wahl, Chairman and Chief Executive Officer of Le Groupe La Poste, presented the organisational principles implemented to spearhead the “La Poste 2020: Conquering the Future” development project on 4 April 2014. 10.1.1.1 A strong Group tool, creation of La Banque Postale, modernisation of post offices, development of Parcels-Express in France and internationally, etc.) in a universe that had become fully competitive. In 2014, faced with the divergence of its business model due to the combined impacts of the digital revolution and the economic and financial crisis, the Group committed to a new strategic plan and adopted an organisational structure with five business units: The Group is focusing on strategic functions so as to further strengthen coordination: f Services-Mail-Parcels; f the Executive Committee ensures the strategic f La Banque Postale; management of the shared high-priority development projects outlined in 2014 (see 10.1.1.3) and ensures cooperation among the business unit s. 50% of the Executive Committee members’ variable compensation will be linked to the Group’s objectives; f the Group’s Human Resources department is responsible for the strategic management of human resources; f the Group’s Investment Committee reviews from now on the major internal capital expenditure projects, as is already the case for external acquisition projects; f Group Audit has been strengthened in order to guarantee consistency in the business units’ audits. The HR and IS audits have been combined with Group Audit. f GeoPost; f La Poste Network; f Digital Services. 10.1.1.3 Five high-priority cross-entity development projects and two cross-entity strategic projects The Group defined five major shared high-priority projects in 2014: they target high-growth potential segments for the Group, and their strategic management is ensured by the Group’s Executive Committee. They cut across the various business units and focus on the following issues: f e-commerce, which shall strengthen the Group’s 10.1.1.2 Five business units Le Groupe La Poste’s previous organisational structure, dating back to 2003, had organised the Group by activity (Mail, Parcels and Express, La Poste Retail Brand and Financial Services) and enabled a greater accountability of operational managers. That organisational structure was decisive in spearheading the Company’s major modernisation projects (overhaul of the industrial Mail 142 Registration document 2014 LE GROUPE LA POSTE business activities portfolio worldwide and deliver the innovation required to ensure that it remains the leading national BtoC operator. The Group specifically targets very high-potential areas such as food delivery and cross-border flows; f energy transition, which aims to provide offerings by relying on in-house developed know-how, such as the optimisation of the energy consumption of buildings, the finding of eco-mobility solutions or generating energyefficiency reports; Review of the financial position and results Highlights 10 f urban logistics aimed at improving city deliveries f reducing headquarters and structure costs incurred, (“green” mode deliveries (1), clustered deliveries, fewer unnecessary trips in town, etc.). Various options are currently being tested in several large metropolitan cities, including Paris, Lyon, Bordeaux, Monaco and Lille; starting in 2014, including a working group for the headquarters relocation project. f La Poste’s contribution to the modernisation of public action with the first shared initiatives in rural areas via Public Service Areas and the identification of new public utility missions also in relation to the “energy transition” and “urban logistics” high-priority projects; f knowledge of private individual customers to be able to use the Company’s data sources and better understand and serve customers. Two strategic projects are also being carried out: f building the Social Pact with a strong commitment to ensure that all employees are perfectly aware of future businesses and skill sets and by preparing employees through training; 10.1.1.4 New appointments to the Group Executive Committee As part of the implementation of the strategic plan, the Group announced three new appointments to the Executive Committee in 2014: f on 21 January 2014, Jacques Savatier was appointed Executive Vice-President in charge of regional development and corporate governance bodies, reporting to Philippe Wahl, Chairman and Chief Executive Officer of Le Groupe La Poste; f Nathalie Collin was appointed Executive Vice-President and Head of Communications on 4 April 2014; f Yves Brassart was appointed Executive Vice-President and Chief Financial Officer on 4 April 2014. 10.1.2 The new “La Poste 2020: Conquering the Future” strategic plan The financial business plan of the “La Poste 2020: Conquering the Future” strategic plan and the action plan of each of the five business units were presented to the Board of Directors on 26 June 2014. The main lines of the plan (2) are: f restoring the Group’s sound economic health; f adjusting the strategic vision to each business unit; f transforming the Group in depth with all Group La Poste is taking the necessary steps towards restoring its sound economic health in a sustainable manner, guaranteeing the future of the Company and its employees, through its strategic plan focused on development and the involvement of all concerned. Accordingly, it has put a number of action plans in motion since early 2014, enabling the Group to outperform its plan by late December 2014 and to record a controlled decrease in its operating income despite the sluggish economy. stakeholders. 10.1.3 Economic and financial environment Considering its positioning in the services business, the Group is generally influenced in its different businesses by the economic situation and by the change in the cost of labour, particularly in France. Oil prices and the US dollar and pound sterling exchange rates in particular are also important factors for both the Group’s logistics activities and its international activities (and specifically, the strong presence of GeoPost in the United Kingdom). Lastly, through its banking activities, the Group is sensitive to changes in interest rates and, to a lesser extent, to changes in the financial markets. (1) Deliveries that help keep noise and atmospheric pollution to a minimum. (2) For further details, see Chapters 3, Section 3.4 and 12 of the registration document. Registration document 2014 LE GROUPE LA POSTE 143 10 Review of the financial position and results Highlights 10.1.3.1 International growth remained moderate In 2014, international growth was moderate and slightly lower than expected at the beginning of the year. While the US economy continued its good run and growth in China slowed only gradually as projected, in other major countries, the economic activities were below expectations, although in varying degrees (Japan, Brazil, India, Russia, etc.). 10.1.3.2 Upturn runs out of steam in the Eurozone Since early 2014, economic activity in the Eurozone has showed signs of weakening. GDP rose by approximately 0.8% on average for the year. An international environment slightly less promising than projected and the increase in geopolitical conflicts (particularly the Russian-Ukrainian conflict) weighed on the business climate. Companies were, in particular, very prudent in their capital expenditures. The full impact of the depreciation of the euro and the sharp decline in oil prices in the second half of the year has not yet been felt entirely. In essence, growth remained constrained by the need for deleveraging both in the private and in the public sector, even if fiscal policies were less restrictive in 2014 than in the two years prior to that. dropped slightly year-on-year in December (-0.2%). More fundamentally, some internal factors are weighing on price trends: weak economic activity and very slow wage growth, except in Germany, due to high unemployment and the quest for competitive advantage. 10.1.3.4 Growth continues to be very weak in France The French economy was more or less stagnant over the entire year. Growth reached an annual average of 0.4%. Consumer spending held up rather well (+0.6% in 2014) due to the stronger purchasing power generated by the plunge in inflation, which dropped to 0.1% year-on-year in December. On the other hand, households significantly decreased their housing expenses. Corporate investments also declined again, after having shown signs of recovery in 2013. Lastly, there was a sharp downward adjustment of public investment in the spring, as a result of the financial requirements facing local authorities. Otherwise, exports recorded moderate growth, as the drop in the euro and the reduced expenses related to the implementation of the CICE tax credit have not yet fully played out. In this context, unemployment continued trending upward, even if the trend was contained early in the year by the ramp-up of government-subsidised job programmes in the public sector. Note that economic polls nevertheless had a slightly more positive tone at the very end of the year. 10.1.3.3 Plunging oil prices and practically zero inflation in the Eurozone After a long period of near-stability around $110, the North Sea Brent price per barrel lost ground and dropped to $64 in December 2014 compared with $111 a year earlier. The heightened tensions in some oil-producing regions (crisis in the Ukraine, Libyan political crisis, war in Iraq, etc.) did not trigger any major upward trends in the price of black gold because they did not disrupt world market supplies. Moreover, the rapid expansion of shale oil production in the United States has shored up supply, while global oil demand remained rather sluggish and global growth was moderate. This moderate growth pushed down the prices in dollars of the other raw materials on average for the year. This highly disinflationary climate brought down inflation to a very low level in the Eurozone. Consumer prices even 144 Registration document 2014 LE GROUPE LA POSTE 10.1.3.5 Interest rates drop again in the Eurozone, scattered trends for stock markets The slowdown of the upturn and the very small increase in prices in the Eurozone contributed to interest rates dropping again, including for loans by European countries with the lowest rating (except for Greece, where the political situation has again become uncertain at the end of the year). The relapse was all the more significant since the difficult economic context led the European Central Bank (ECB) to step up its actions to stave off deflation: the ECB lowered its key interest rates in early June and then in early September, took new so-called “unconventional” measures (long-term loans to banks and securities purchases) and decided to charge interest on the deposits made by banks with it in order to incite banks to lend their excess liquidity. As a result, interbank rates dropped again in June, to 0.08% in Review of the financial position and results Highlights December for the 3-month Euribor monthly average and to -0.04% for EONIA, which is now frequently negative. Likewise, short-term rates in the larger Eurozone countries (Germany and France in particular) dropped to zero or slightly lower in the autumn. Lastly, the best rated government bond rates, which had started to recover in 2013, also experienced a drop. The 10-year OAT yield fell in December to below 1% (monthly average of 0.9% compared with 2.3% in December 2013) and that of its German counterpart to only 0.6%. For stock markets, trends were scattered. In the United States, stock prices once again made good progress for the year, on the back of, among other things, the improving economy. Japan’s stock market in turn benefited from the fall of the yen. In the Eurozone on the other hand, the slow growth weighed on trends among stock markets, including Paris (-0.5% for the CAC 40 for the entire year). 10 10.1.3.6 Rise of the euro against the dollar followed by a downward adjustment in May-June Despite a more buoyant economy in the US, the euro continued to appreciate against the dollar until early May and reached close to $1.40. Then, under the effect of the ECB’s measures among other things, the European currency lost ground and dropped to $1.23 in December compared with $1.37 in December 2013 (monthly average). Against the pound sterling, the euro also depreciated during the year, from £0.84 in December 2013 to £0.79 in December 2014, despite a substantial trade deficit in the United Kingdom. The British currency was supported by economic recovery in the UK and the anticipated rise in key interest rates by the Bank of England. 10.1.4 Regulatory environment 10.1.4.1 La Poste publishes Universal Service performance indicators for 2013 10.1.4.2 Green Book roadmap on parcel delivery On 31 March 2014, La Poste published its Universal Service performance indicators for 2013. The publication, which was also sent to ARCEP (Autorité de régulation des communications électroniques et des postes, the French regulator of the electronic communications and postal sectors), to the DGE (Direction générale des entreprises, the French Directorate General for Enterprises), and to the CSSPPCE (Commission supérieure du service public des postes et des communications électroniques, the French Higher Commission for the Postal, Communications and Electronics Public Service), details the shipping time frames for the main Universal Service products (Priority Mail, Green Mail, Registered Mail, industrial mail, EU cross-border mail, Colissimo parcel at the counter, press, etc.), the accessibility of the La Poste network through its public outlets and its street letterboxes, as well as claims processing. The performance indicators are available on the website (1) of Le Groupe La Poste. On 16 December 2013, the European Commission published its “Roadmap for completing the Single Market for parcel delivery” to be implemented within 18 months. The Roadmap is part of the Commission’s work relating to the development of e-commerce and is based on the Green Book created in 2012 on the integration of the parcel delivery market. It proposes new actions to solve the problems surrounding delivery and the difficulties that consumers and online retailers face in the European Union. The European postal industry met regularly with the Commission in 2014 to share the progress of implementation (improvement of interoperability among operators, development of the delivery market, etc.). (1) www.legroupe.laposte.fr Registration document 2014 LE GROUPE LA POSTE 145 10 Review of the financial position and results Highlights 10.1.4.3 The 2014-2016 third local postal coverage agreement The new 2014-2016 local postal coverage agreement was signed on 16 January 2014. It continues on the lines of the previous plans aiming at renovating post offices and developing partnerships, particularly through the pooling of public services. Innovation will be encouraged by adapting postal coverage to the diverse needs of the regions and populations and by taking into account the technological developments. The projected amount of resources from the equalisation fund was renewed for €170 million annually, i.e. a total of €510 million throughout the duration of the contract. With its focus on digital accessibility and pooling, the new local postal coverage agreement is consistent with Le Groupe La Poste’s strategic priorities and with the high expectations of the regions. The scope of intervention of the equalisation fund has extended into the rural areas and integrates deprived urban areas according to their current definition. Moreover, the new agreement is characterised by a stronger representation of Departmental Commissions on Local Postal Presence (CDPPT – Commissions départementales de présence postale territoriale) within the National Postal Coverage Observatory (ONPP – Observatoire national de la présence postale). The missions of the latter have been expanded and the CDPPTs have been given new duties. 10.1.4.4 The European Commission has approved the public service compensation paid to La Poste in rural areas. To finance it, the public service agreement between the Government and La Poste for the 2013-2017 period states that La Poste will receive a local tax allowance of approximately €170 million per year (i.e. €850 million in total over the entire period); f the press transportation and delivery mission requires La Poste to offer advantageous regulated rates to publications of acknowledged general interest. The agreement signed in 2008 by the French government, La Poste and press industry unions, states that La Poste will receive subsidies amounting to €597 million over the 2013-2015 period to carry out this task. The discussions initiated in late 2013 on changes in press aid are still ongoing. However, in 2014, the Government will not pay La Poste the amount initially stipulated in the agreements relating to the Government contribution to the press transportation and delivery public service (€200 million), but rather the amount defined by the 2014 Budget Act, i.e. €150 million. 10.1.4.5 La Poste innovates with a simplified mail-parcel range as at 1 January 2015 On 20 June 2014, La Poste announced that it would be simplifying its mail-parcel product range starting from 1 January 2015, by discontinuing 60 items (1) in order to meet the needs expressed by its customers including private individuals, professionals and companies. The new service offering, which is simpler, more flexible and easier to understand, was presented to consumer associations and was well received by them. It is structured around three new elements: f the new range simplifies customers’ lives by optimising On 26 May 2014, the European Commission concluded that the tax allowance that the French government granted La Poste for the 2013-2017 period to maintain a high density of postal coverage was in compliance with European Union regulations pertaining to State aid. It also authorised the payment of a subsidy to finance the press transportation and delivery mission entrusted to La Poste for the 20132015 period. The Commission ruled that the two forms of support were not likely to distort competition in an undue manner within the single market, notably because they only partially compensate for the net cost of the public service missions entrusted to La Poste: f the local postal coverage mission aims to guarantee the high density of the postal network, beyond the obligations imposed by the Universal Service, particularly (1) Change from 79 to 19 items. 146 Registration document 2014 LE GROUPE LA POSTE the way they ship mail and parcels. It is structured around a 3-cm thickness threshold for the shipment of flat products (CDs, DVDs, small books, etc.). This meets a need regularly expressed by La Poste’s customers by giving them more affordable prices when shipping small-volume low-value objects. Postage for small items of less than 3 cm can now be applied at either the correspondence rate (Priority mail/Green Mail/Écopli) or at Colissimo rate, depending on the customers’ desired delivery options. Beyond 3 cm, the Colissimo offering applies; f the launch of this new range comes with renewed pre-paid packaging or a large choice of packaging formats without postage. Packaging without postage is sold in addition to postage fees at a flat-rate of €1.50; Review of the financial position and results Highlights f since 1 January 2015, La Poste also offers an enhanced Universal Service with the creation of a Tracked letter (with a bar code attached to a regular envelope) delivered in 48 hours, for the shipping of documents or merchandise, also not thicker than 3 cm. It costs €3.20 including VAT (packaging included) which is a decrease of 28 cents compared with the 2014 pre-paid Lettre Max envelope, which it replaces. ARCEP issued a favourable opinion regarding La Poste’s new Universal Service on 18 February 2014 (Opinion No. 2014-0193). The customer pathway was restructured also to make it simpler. In more than 350 post offices as at 1 January 2015, customers now have three possible pathways to meet their mail-parcel needs: 10 the Destineo Esprit Libre and Découverte offerings, which are tailored to SMEs, did not increase. The price increases were in line with the multiannual price caps No. 12-1353 for which 2014 was the last year. Increase in parcel prices Pricing changes for parcels took place on 1 March 2014 following the favourable opinion of ARCEP (No. 20140164). Prices for mainland France parcels increased 2.9% on average; however the first weight category (0-250 g) remained unchanged at €5.50. For international parcels, where rates have remained unchanged since 2011, prices increased an average of 1.6%; there were no rate increases for zone A (Europe), however. f a “Ready-to-post” area for customers looking for turnkey solutions: no need to weigh, or pay for postage. For shipments less than 3 cm thick (and less than 3 kg), customers can use a number of Pre-paid items, Priority letter, Green letter and Tracked letter solutions as well as five Colissimo Emballage solutions (two-day delivery); f a “Self-service” area where customers can prepare the parcels they want to send in all independence. Eight packaging models without postage are available as well as a preparation table with a measuring template, which customers can use for an easier selection of the appropriate packaging size, either in soft or cardboard packaging form; f customers can also package their parcels themselves and purchase postage as they wish thanks to the various modes offered to them (counter, vending machine and www.laposte.fr for online postage). 10.1.4.6 La Poste increases mail and parcel prices in 2014 Increase in mail prices La Poste increased prices by 3% on average on 1 January 2014 in order to maintain a high-quality Universal Service. Green Mail increased from €0.58 to €0.61 and the priority stamp increased from €0.63 to €0.66. The 5 cents saved with Green Mail compared with Priority mail remained unchanged. The price for Online Mail remained at €0.99. Due to the difficult economic environment, La Poste limited the increase of industrial mail prices to 1.8%; prices for 10.1.4.7 ARCEP’s agreement on the 2015 price increases New domestic and international price changes for mail and parcels took place on 1 January 2015 following the favourable opinions of ARCEP issued in July 2014 (No. 2014-0846, No. 2014-1009 and No. 2014-1010). All these changes are within the price caps set in ARCEP’s decision No. 2014-0841 of 22 July 2014, in relation to the multiannual price caps for the 2015-2018 period. Increase in mail prices On 1 January 2015, La Poste increased its mail prices by 7% on average. Green Mail increased from €0.61 to €0.68 and Priority mail from €0.66 to €0.76. The rate savings offered by Green Mail, currently used by the majority of customers, is now even greater and rose to 8 cents compared with Priority mail, versus 5 cents previously. While France is one of the largest countries in Europe and La Poste delivers mail six days a week to all points of the territory, its prices remain comparable to those in other European countries. Furthermore, these changes have only had a small impact on the budget of households: the increase corresponds to less than €4 per household per year. To ensure the competitiveness of companies in a sluggish economy particularly for SMEs and micro-businesses, La Poste limits the rise in industrial management mail to 3% and that of advertising mail (direct marketing) to 1.4%. Registration document 2014 LE GROUPE LA POSTE 147 10 Review of the financial position and results Highlights f on 18 November through a capital increase of Increase in parcel prices Likewise, on 1 January 2015, mainland and overseas territories parcel prices rose, by respectively 2% and 3%, while international parcel prices were down on average (-6.6%). 10.1.4.8 Banking environment trends €633 million, with the transfer of the cash held at post offices by the La Poste parent company. Stress Tests and single supervision of the European banks Formally adopted by the European Union in 2013, the Single Supervisory Mechanism of the European banks materialised over the course of this year: f The European Central Bank subjected the major Basel III and banking resolution The new international standards on bank capital adequacy, more commonly known as the “Basel III Agreement” have been transposed under the form of a “CRR” Regulation and a “CRD IV” directive within the legal framework of the European Union. They took effect on 1 January 2014 and include a transition phase until 2018. These standards create tighter rules in terms of capital requirements. At the same time, the European Parliament adopted the Bank Recovery and Resolution Directive (BRRD) which sets out the “bail-in” principle according to which shareholders and creditors, and not depositors, will bear the losses in the event of default. A minimum eligible capital and liabilities requirement is in the process of being defined. In this context and to support its development, La Banque Postale increased its equity twice in 2014: f on 11 April by issuing €750 million of Tier 2 subordinated notes maturing in 12 years; European Banks to an Asset Quality Review (AQR) and Stress Tests. The purpose of the Review was to assess the soundness of the banks. The findings published in late October were proof of La Banque Postale’s good credit risk control and of its sound financial structure (1). f On 4 November, after this initiative was completed, the European Central Bank officially assumed supervision of La Banque Postale and 127 other major European banks, in accordance with the Single Supervisory Mechanism schedule. 10.1.4.9 Competitive environment An inquiry by the French Competition Authority opened in 2010 concerning the CEP sector in France comprises several express delivery operators, including Chronopost and Exapaq. A statement of objection memo was communicated on 30 June 2014, which led the Group to create a provision for risk in the entities concerned as a precaution. 10.1.5 External growth and partnerships 10.1.5.1 Services-Mail-Parcels Groupe Amaury and Le Groupe La Poste’s press home delivery companies, SDVP and Neopress respectively, announced that they had finalised their merger agreement in September 2014. The new joint venture, Proximy, thus became the leader in press home delivery in the Greater Paris region, and is 75%-held by Groupe Amaury and 25%held by Le Groupe La Poste. (1) The detailed results are available at https://www.labanquepostale.fr 148 Registration document 2014 LE GROUPE LA POSTE The Company’s goal is to reinforce the range of home delivery services offered to press publishers and subscribers, and to develop new service offerings in the local delivery sector in the Paris greater region (combined annual volume of more than 130 million press copies) and in Oise. This alliance of the two main players in the Paris greater region press home delivery sector reaffirms and reinforces Le Groupe La Poste’s commitment to newspaper and magazine home delivery. Review of the financial position and results Highlights 10.1.5.2 GeoPost 10.1.5.3 La Banque Postale GeoPost and Neopost sign an agreement to create and operate automated lockers Acquisition of Sofiap On 28 January 2014, GeoPost and Neopost, the European market leader in mailroom equipment, signed an agreement to create and operate secure automated lockers for the delivery and return of parcels in France. 1,500 lockers will be rolled-out by 2016 and up to 3,000 by 2019. In a world where e-commerce is rapidly expanding, the lockers located in easily accessible places, such as post offices, will provide parcel customers with a flexible and secure solution. DPD Polska acquires Siodemka On 11 April 2014, DPD Polska, a subsidiary of GeoPost in Poland, signed a purchase agreement to acquire 100% of the share capital of the Polish operator Siodemka from Abris Capital Partners investment funds. Following the approval of this acquisition by the local competition authorities, Siodemka was consolidated in the Group’s financial statements in October 2014. Siodemka , one of the leaders in the domestic parcels market in Poland, generated €80 million of revenue in 2013. Siodemka delivers 30% of its total parcel volume in the BtoC segment and has a customer base that is very complementary to that of DPD. This acquisition will allow DPD Polska to significantly strengthen its position in the express market in Poland by becoming one of the top two leaders in the domestic market. GeoPost strengthens its equity investment in Worldnet Direct in the United Kingdom In early May 2014, GeoPost announced that it had increased its equity investment in the share capital of the British logistics service provider Worldnet Direct (WnDirect) to 63.5%. WnDirect, formed in November 2011 and specialising in delivery for e-retailers, achieved €69.8 million in revenue in 2014. The company offers an international air-based home-delivery solution for BtoC parcels specially designed to meet the specific needs of the e-commerce market: reliability, speed and flexibility. WnDirect operates in the United Kingdom and in the United States. It also offers delivery solutions to Russia, China, Brazil and the Middle East, and plans to open additional processing centres worldwide. 10 On 20 May 2014, La Banque Postale announced the acquisition of an equity investment in Sofiap from Crédit Immobilier de France and SNCF. Now 66%-held by La Banque Postale and 34%-held by SNCF, Sofiap manages approximately €1.5 billion in home loan outstandings with more than 24,000 customers, primarily employed by SNCF, relying on a team of nearly 120 people working at its headquarters and at some 30 branches in France. For La Banque Postale, this acquisition falls under its development dynamics in the private individuals market and more particularly in home loans. With Sofiap, La Banque Postale is also continuing to bolster its social home ownership activities. Since November 2014, Sofiap has offered contractual home loans to Gaz de France employees. Negotiation in the area of asset management Started in late 2014, the negotiations in the area of asset management are expected to culminate in two agreements in the first quarter of 2015. In December 2014, La Banque Postale entered into exclusive negotiations with Aegon Asset Management with the aim of concluding an industrial partnership which would enable La Banque Postale Asset Management (LBPAM) to develop and reinforce its expertise in the French market and give it access to an international distribution network. With this transaction, Aegon Asset Management would take a 25% equity investment in the share capital of LBPAM. At the same time, in February 2015, La Banque Postale and Malakoff Médéric announced a planned merger of their subsidiaries LBPAM and Fédéris Gestion d’actifs in order to develop a major asset management hub to better serve their customers with an expanded product range, and specifically SRI. This transaction would result in Malakoff Médéric acquiring a 5% equity investment in LBPAM’s share capital. Company health insurance partnership project Following talks started in 2014, Malakoff Médéric, La Mutuelle Générale and La Banque Postale announced on 1 February 2015 their company health insurance partnership. Registration document 2014 LE GROUPE LA POSTE 149 10 Review of the financial position and results Highlights The partnership is in line with the will of the three groups to share their know-how to develop a new group health insurance offering and make it available to La Banque Postale’s customers. Available starting from 1 April 2015, the offering will be tailored to the needs of microbusinesses and SMEs as part of the compulsory extension of supplementary health insurance to all employees, on 1 January 2016. The offering will be provided by La Banque Postale Assurance Santé, an entity in which the Malakoff Médéric – La Mutuelle Générale grouping will hold 49%, while La Banque Postale will continue to hold 51% of the capital. It will be distributed by La Banque Postale throughout the country through its local distribution network. 10.1.6 New products and services 10.1.6.1 20 projects for 2020: a true success, more than 650 applications filed postal profession, its modernity and its ability to respond to customers’ new expectations in terms of local services and trusted relationships. As part of the “La Poste 2020: Conquering the Future” strategic plan, the “20 projects for 2020” transformation and innovation programme fostering the entrepreneurship of La Poste’s employees has been launched. There are three applications available on the terminals, at this stage, linked to delivery rounds: one allows for tracked items to be signed for, one is dedicated to proxies and a third manages mail forwarding. Postal workers filed more than 650 applications on the website of the “20 projects for 2020” competition, the majority of which involve new service offerings (50% of the applications filed) but also electronic services, new services for postmen, delivery innovations, services to e-retailers, new banking offerings and general-interest initiatives. Among the 30 projects short-listed in Paris on 12 November, the Group selected 10 finalists. The winners selected from these finalists will be provided the means to develop their project within La Poste and will receive support for a period of 6 to 18 months. The Services-Mail-Parcels business unit is also continuing to consider and implement new home services for private individuals, notably Cohesio (a service involving regular home visits by postmen to households with isolated and/ or vulnerable members), Releveo (a service to read energy meters on behalf of companies in the sector), Facileo delivery with messages (delivery of items or parcels with a message delivered to the customer by the postman), damage appraisal photos for insurance companies, Equipeo (technical installation services, job offer listing services), Porteo (various home delivery services, groceries, books, CDs and medication), etc. For example, in the Ain and Haute-Savoie departments, the business unit is testing home delivery of groceries services to Super U supermarket customers. Each year, until 2020, a new programme season will provide support to postal workers’ teams and their new development projects for La Poste, postal workers and their customers. Approximately three to four projects will be selected per year, i.e. 20 projects by 2020. 10.1.6.3 Expansion of GeoPost activities 10.1.6.2 Development of the connected postman’s activities Within the Services-Mail-Parcels business unit, Mail is continuing to roll out its new tool, Facteo. This equipment helps postmen with their daily operations and offers new functionalities for convenience, quality and innovation to serve all of La Poste’s customers, from shippers to endcustomers. At end 2014, approximately 45% of postmen were using Facteo, and all the postmen rounds will be covered by end 2015. This investment is a strong sign of the future of the 150 Registration document 2014 LE GROUPE LA POSTE Roll-out in Europe of the Predict service Predict is a service that allows customers to choose their delivery time. A text message (SMS) and/or email is sent to the customer with a specific time-slot proposed for a determined day to deliver the package and offers the option of changing the delivery to another day (rescheduling). Launched in the United Kingdom, Predict has been rolled out in 18 countries in Europe. In addition, Predict is available not only for domestic shipments, but also for international shipments in most countries. Review of the financial position and results Highlights DPD has also launched Saturday delivery in Germany (for some regions in 2014 and throughout the country in 2015) and Sunday delivery in the United Kingdom. Development of the Pickup Services network GeoPost, thanks to its subsidiary Pickup Services, offers its customers a flexible and competitive delivery solution via networks of pick-up and drop-off points. This dense network brings more convenience and accessibility to all Group customers. In response to growing demand, GeoPost currently has a network of more than 16,000 pick-up and drop-off points in Europe (primarily in France, Benelux, Germany and Switzerland). On 4 June, Pickup Services launched an innovative offering called “La Navette Pickup” (the pick-up shuttle). It allows private individuals to send parcels through a network of local shops spread out over France. Currently available at 4,000 pick-up and drop-off points, “La Navette Pickup” will be offered at the 7,000 pick-up and drop-off points in the French network in the coming months, followed by networks in neighbouring countries. 10.1.6.4 Continuing to build the Network’s attractiveness 10 terminals enabling them to better meet the customers’ needs and to strengthen La Poste’s image as a modern company. This way, some transactions can be made from points other than the desk or the counter (item pick-up or authentication of IDs, parcel drop-off after using the automated postal machine, etc.). At end 2014, 59 post offices were equipped with 188 touch-screen terminals; the roll-out of terminals is expected to continue over the coming years. 10.1.6.5 La Poste Mobile, a competitive and innovative operator Present in the market since May 2011, La Poste Mobile passed the one million customer mark at the beginning of the year and has continued its commercial development to reach 1.15 million lines at end 2014. Launch of 4G offerings On 27 January 2014, La Poste Mobile launched affordable 4G offerings with the support of its partner SFR’s network: its three contract plans with mobile phones (2 GB and more) now all include 4G without any price increase and the SIMonly plans are now enhanced with a new 24/7 4G offering with 5 GB of data. Thanks to the SFR network, the 4G offerings cover over 50% of the population and practically all cities with more than 50,000 inhabitants. 3D Printing Since late 2013, customers have been able to use 3D printing in three Paris offices and since late 2014 in one office in the Gironde department. In each of these offices, a service area for 3D printing has been created to allow customers, private individuals as well as professionals, to get advice or to design objects from their own 3D files, from a catalogue with dozens of references, or even from a drawing. The project is expected to undergo targeted development in different cities in France. La Poste Network’s digital transformation Tested initially in late 2013 in 50 Local Postal agencies (APC), digital tablets were rolled out in 2014 in nearly 1,000 public outlets. They are provided to customers as a free self-service and can be used to access the online services of Le Groupe La Poste (www.laposte.fr, www.labanquepostale. fr, www.lapostemobile.fr, www.colissimo.fr, etc.) as well as other public service sites such as those of the Family Benefits Fund (CAF) or the French Employment Agency. La Poste Network’s digital transformation project is also implemented by providing counter clerks with touch screen Launch of Quatro offerings Launched in April 2013 in partnership with SFR, the Quatro offering (quadruple play offering with Internet, television, fixed telephone and mobile) has been a true success: 45,000 boxes were sold in 2014 (after 20,000 in 2013). Launch of a diverse range of offerings On 7 April 2014, La Poste Mobile launched its “International Pre-paid” offering intended for French customers wanting to keep in touch with their friends and family living abroad. This offering was an immediate hit with 149,000 pre-paid lines sold at end 2014. To reach out to a young customer base and meet its needs, on 1 September, La Poste Mobile also launched a special offering together with Universal Music. The product range offers an unlimited online music listening service from a catalogue containing several million songs. It was launched at a very affordable price and in addition offers a number of benefits related to the world of music such as concert seats, first-runs, etc. Registration document 2014 LE GROUPE LA POSTE 151 10 Review of the financial position and results Highlights 10.1.6.6 Initiatives of the Digital Services business unit Redesign of the www.laposte.fr shopping site In 2014, the www.laposte.fr website was fully redesigned and revamped. It is now the first stop to get the various services offered by La Poste parent company for mail and parcels with links to the dedicated sites of the other Group brands and subsidiaries such as La Banque Postale or Chronopost. This action, which is intended to develop La Poste as a digital brand, is in line with the missions of the Digital Services business unit. With a more uniform graphic presentation, regardless of the medium used (computer, tablet or mobile) and a simplified customer pathway, visits to the www.laposte.fr website have increased and currently the number of unique visitors is close to 11.7 million. Contents for the Group’s activities and brands will continue to be enhanced in order to increase interaction with users. A new webmail service for La Poste La Poste is offering a new version of its laposte.net email service with a totally new interface and new functionalities. This new webmail service offers more streamlined, rapid and mobile navigation thanks to an interface that allows optimal navigation on both fixed Internet and mobile. This new version will be rolled out to all users, i.e. to more than 3.4 million accounts. Laposte.net is currently the 4th leading webmail in France. With 100% of its data hosted in France, and with the integration of the Digiposte digital secure safebox, this service is in keeping with La Poste’s commitments, which places trust at the heart of both its physical and its digital solutions. 10.1.6.7 Enlargement of La Banque Postale’s portfolio Launch of Stock Savings Plans for SMEs (PEA-PME) Since 5 May 2014, La Banque Postale has been marketing the Stock Savings Plans for SMEs (PEA-PME), the new securities account instituted by the 2014 Budget Act, 152 Registration document 2014 LE GROUPE LA POSTE whose aim is to help small, medium and intermediatesized businesses obtain financing. By doing so, La Banque Postale is reaffirming its “Civic-Minded Bank” commitment, as with this product, its customers will be able to diversify their financial assets while helping to finance French SMEs/ ISEs. As part of the Stock Savings Plan for SMEs (PEAPME), La Banque Postale offers to invest in new Tocqueville SME funds managed by Tocqueville Finance, its subsidiary specialised in asset management of small and mid caps. Enhanced product range for high net-worth customers During the first half of 2014, La Banque Postale enhanced its product range for high net-worth customers with the launch of three high-end life insurance policies: Cachemire 2 and Cachemire Patrimoine, offered in partnership with CNP, as well as Satinium, a discretionary asset management contract. Development of the range of services for smartphones La Banque Postale has launched a mobile application allowing customers to manage their pre-paid cards from anywhere at any time on their smartphones. In May 2014, La Banque Postale also launched the contactless payment service on smartphones. Partnership with the EIB and investments in the healthcare, training and high speed broadband sectors La Banque Postale and the European Investment Bank announced in November that they were committing €300 million to support three large-scale programmes launched by the Government: the Hospitals of the Future plan, the Very High Speed Network programme and the Schools and Youth Employment programme. These projects showcase La Banque Postale’s commitment as a “CivicMinded Bank”. Creation of “La Banque des Pros” La Banque Postale launched in the spring the “Banque des Pros” (Bank for Pros) programme for artisans and small businesses. The first class of Professional Customer Managers graduates was set up in October. Becoming the bank for professionals is one of the strategic objectives of Le Groupe La Poste and La Banque Postale by 2020. Review of the financial position and results Highlights 10 10.1.7 The Group’s commitment to responsible development Taking into consideration the social and environmental issues is central to the strategic approach (see Chapter 5, Section 5.8). In 2014, the Group continued to implement its policy around the four areas outlined below. 10.1.7.1 Design of sustainable and eco-designed offerings Several eco-socio-designed products were developed such as Mediapost’s (1) solidarity printing offerings, the Ecoveo logo that can be placed on Mail products to indicate their carbon neutral nature, or also the “Solidarity Interest Services” (2) and the “EthicEuro” (3) range of funds developed by La Banque Postale, the leading French bank in terms of commitment to sustainable development (4). 10.1.7.2 Energy transition and urban logistics With respect to supply chain changes, La Poste announced the development of freight train delivery and a multipurpose multi-modal transportation platform, to optimise its transport flow-sheet, develop new activities and reduce its CO2 emissions. The Group also continued to apply its electric vehicle acquisition policy in France (1,615 vehicles in 2014) and confirmed its commitment to reduce the energy consumption of buildings by taking part in the CUBE 2020 (5) competition that fosters the development of eco-friendly practices. 10.1.7.3 Development of solidarity actions and general interest solutions The Group is committed to the Silver economy: its Cohesio Digital project, aiming to create a package of services to encourage “living well at home”, social ties and home support for elderly people, received a Government award in the 2030 Global Innovation Competition. La Poste is also a supporter of the collaborative economy (as a participant in the OuiShare Fest, in May 2014) and of the Social and Solidarity Economy (ESS) with the signing in October 2014 of the Alliance Dynamique with the ESS network leaders in order to research potential new solutions of public interest. 10.1.7.4 Commitment in support of vulnerable populations, accessibility for all and access to jobs The Group continued to pursue its commit ment to the fight against social isolation (signature of the Monalisa Charter – Mobilisation nationale contre l’isolement des âgés or National Mobilisation against the Isolation of the Elderly – in January 2014), to preventing situations of financial vulnerability (finalisation of the roll-out of l’Appui, a telephone platform for banking and budget advice and orientation), and for the professional integration of young people (Mediapost and EPIDE partnership in July 2014 (6) and renewed its partnership with the “second-chance schools”, Écoles de la seconde chance (E2C)). (1) CO2 neutral offering (paper, printing, energy, transport and delivery), recipient of an award from the Décisions Achats magazine (bronze trophy in the “Eco-responsible Purchasing” category). (2) Option to transfer all or part of the interest on a savings account (LBP adds 10%) to a charity. (3) Based on a composite index of European ESG (environmental, social and governance)-compliant ethical companies. (4) Annual survey conducted by IFOP, “Sustainable Development Observatory”. 6th-time recipient of the award. (5) Competition organised by IFPEB: Institut français pour la performance énergétique du bâtiment (French Institute for Energy Efficiency in Buildings). (6) Mediapost received an award at the 9th Diversity Trophies in the “Training and Mentoring” category by the consulting firm Diversity Conseil RH. Registration document 2014 LE GROUPE LA POSTE 153 10 Review of the financial position and results Highlights 10.1.8 La Poste, a responsible employer The “La Poste 2020: Conquering the Future” strategic plan includes an important social component with four major areas aimed at ensuring a future for each employee. Since 2014, the Group has taken many initiatives in each of the areas described below. f enhanced healthcare at work with 18% of additional employees who had their medical visit compared with last year. 10.1.8.3 Social dialogue 10.1.8.1 Training and professional development In this area, the following is worth noting for the year under review: f professional elections from 1 to 4 December for the next Focus was placed on these areas through the following specific actions: f creation of a training school shared by La Banque Postale and the Network, charged with developing the skill sets of postal workers for the banking sector; f finalisation of job family classification at Group level, four years. For the first time, the elections were done entirely by electronic vote. The participation rate for National Technical Committee representative elections was 75.6%; f the signature of eight agreements, including a unanimous one regarding housing. making it possible to develop cross-functional career paths; f second edition of the Career Development Week from 13 to 17 October throughout the country. 10.1.8.4 Professionalisation of HR and management This initiative continued in 2014 with specifically: 10.1.8.2 Health and quality of life at work In this connection, La Poste has implemented: f a help and support line for all employees. This free, anonymous and confidential service is available 24/7; f a complete system to fight against harassment; 154 Registration document 2014 LE GROUPE LA POSTE f training of 1,100 local HR staff; f training of new managers at the Institute of Management. Lastly, Le Groupe La Poste met its commitment to recruit 15,000 new employees in the 2012-2014 period. In relation to this, La Poste converted 1,379 fixed-term contracts and 370 subsidised future job (contrats d’avenir) contracts into permanent contracts in 2014. Review of the financial position and results Summary of Le Groupe La Poste consolidated results 10 10.2 Summary of Le Groupe La Poste consolidated results 10.2.1 2013 pro forma financial statements Following the application of new IFRS standards IFRS 10 “Consolidated financial statements” and IFRS 11 “Joint Arrangements” on 1 January 2014, a pro forma income statement and a cash flow statement were prepared as at end-December 2013. Opening net debt (1) and equity as at 1 January 2014 and as at 1 January 2013 were also restated (2). Le Groupe La Poste chose to include its share in the results of its equity-accounted partnerships under “Operating profit/(loss) after share of net profit/(loss) of companies under joint control”. 10.2.1.2 Impacts of IFRS 11 After a review of its other partnerships, the Group concluded that most of them can be classified as joint ventures according to IFRS 11. The subsidiaries that were previously consolidated proportionately are now posted to a special line item in the Group’s income statement, based on their share of net profit/(loss) (equity method). The main subsidiaries concerned are: f within the Services-Mail-Parcels business unit: Asendia; f within the GeoPost business unit: Armadillo Bizpak and DTDC; 10.2.1.1 Impacts of IFRS 10 The entry into force of IFRS 10 led to the full consolidation of La Banque Postale Prévoyance (La Banque Postale business unit ), whereas it was previously consolidated proportionately. f within the La Poste Network business unit: La Poste Telecom (La Poste Mobile); f within Real Estate: SCI Bataille and SCI Cler. (1) Group net debt does not take into account La Banque Postale, for which this concept is not relevant. (2) For further details, see Note 3 to the consolidated financial statements, Chapter 20 of the registration document. Registration document 2014 LE GROUPE LA POSTE 155 10 Review of the financial position and results Summary of Le Groupe La Poste consolidated results 10.2.1.3 Table reconciling the 2013 published financial statements and the pro forma financial statements Income statement as at 31 December 2013 (€ million) Operating revenue Operating expenses Operating profit Share of net profit/(loss) from companies under joint control Operating profit (after share of net profit/(loss) from companies under joint control) Financial profit/(loss) Profit before tax Income tax Application IFRS 10 & IFRS 11 31/12/2013 pro forma 22,084 (369) 21,715 (21,314) 365 (20,949) 770 (4) 766 0 12 12 770 8 778 (223) 0 (222) 547 9 556 (127) 2 (125) Share in profits of other equity associates 215 0 215 CONSOLIDATED NET PROFIT/(LOSS) 635 11 646 Net profit Group share 627 (4) 624 8 14 23 Non-controlling interests 156 31/12/2013 as reported Registration document 2014 LE GROUPE LA POSTE Review of the financial position and results Summary of Le Groupe La Poste consolidated results 10 Change in cash position as at 31 December 2013 31/12/2013 as reported Application IFRS 10 & IFRS 11 31/12/2013 pro forma Cash flows from operating activities 1,056 (38) 1,018 Cash flows from investing activities (€ million) (1,561) 12 (1,548) Free cash flows (505) (25) (531) Dividends paid (175) 0 (175) Net interest paid (172) 1 (171) Net free cash flows (852) (25) (876) Capital increase 600 0 600 Impact of changes in consolidation on gross debt (15) 1 (14) (9) 0 (9) Unrealised gains and losses relating to changes in fair value (28) 0 (28) Increase in finance lease liabilities (17) 0 (17) 8 (0) 8 (5) 4 (1) Purchase of non-controlling interests Change in accrued interest not yet due on financial instruments Other items CHANGE IN NET DEBT (318) (19) (337) Net debt at the beginning of the period 3,460 8 3,468 Net debt at the end of the period 3,778 28 3,806 Change in cash flows from financing activities (357) 10 (347) Change in financial assets used in cash management 157 (0) 157 Other flows 513 (10) 503 CHANGE IN CASH AND CASH EQUIVALENTS (4) (19) (23) Opening cash and cash equivalents 2,167 (40) 2,127 Closing cash and cash equivalents 2,163 (59) 2,104 Registration document 2014 LE GROUPE LA POSTE 157 10 Review of the financial position and results Summary of Le Groupe La Poste consolidated results Equity as at 31 December 2013 (€ million) Opening consolidated equity Group share 31/12/2013 as reported Application IFRS 10 & IFRS 11 31/12/2013 pro forma 7,470 0 7,470 Capital increase 600 0 600 Net profit Group share 627 (4) 624 (171) 0 (171) Dividend payments Unrealised gains and losses on financial instruments 54 (22) 32 Translation adjustments (75) 0 (75) Actuarial differences (79) 0 (79) Other items Equity Group share Non-controlling interests CONSOLIDATED EQUITY (CLOSING) 34 181 215 8,460 156 8,615 57 178 235 8,516 334 8,850 10.2.1.4 New pro forma segment reporting The retroactive application of IFRS 10 and 11 as well as the implementation of the Group’s new organisational structure announced on 4 April 2014 led the Group to prepare pro forma data for its segment reporting. This pro forma data is presented in Section 10.3 “Operating results by business segment”. 158 Registration document 2014 LE GROUPE LA POSTE 10 Review of the financial position and results Summary of Le Groupe La Poste consolidated results 10.2.2 Le Groupe La Poste consolidated results (€ million) 31/12/2014 31/12/2013 pro forma Change at constant scope and exchange rates (vs pro forma) Change vs pro forma (€m) (in %) (€m) (in %) Group operating performance Operating revenue Operating profit (after share of net profit of companies under joint control) Operating margin Net profit Group share Net margin 22,163 21,715 +449 +2.1% +206 +0.9% 719 778 -59 -7.6% -77 -9.9% 3.2% 3.6% 513 624 2.3% 2.9% -0.3 pt -111 -0.4 pt -17.7% -129 -20.5% -0.6 pt -0.6 pt Key figures – La Banque Postale Net Banking Income 5,673 5,574 Operating ratio 82.7% 84.7% -2.0 pt Common Equity Tier 1 12.7% 10.1% +2.6 pt 75% 67% +8.0 pt Loan to deposit ratio +100 +1.8% +66 +1.2% Ratio Common Equity Tier 1 with application of interim measures. 31/12/2014 (€ million) 31/12/2013 pro forma Change vs pro forma (€m) (in %) Key financial indicators Net debt 4,005 3,805 200 +5.3% Equity Group share 9,088 8,615 +473 +5.5% 150 (531) +681 n.s. Free cash flows Net debt/Equity Group share 0.44 0.44 -0.1 pt Net profit/Equity Group share 5.6% 7.2% -1.6 pt n.s.: not significant. Registration document 2014 LE GROUPE LA POSTE 159 10 Review of the financial position and results Summary of Le Groupe La Poste consolidated results 10.2.2.1 Operating revenue Le Groupe La Poste’s operating revenue totalled €22,163 million at end-December 2014, up €449 million compared with December 2013, for the most part due to the buoyant activity of the GeoPost and La Banque Postale subsidiaries. 31/12/2014 (€ million) Services-Mail-Parcels 31/12/2013 pro forma (€m) (in %) (€m) (in %) -1.7% 11,395 11,599 -204 -1.8% -202 GeoPost 4,921 4,342 +579 +13.3% +368 +8.4% La Banque Postale 5,673 5,574 +100 +1.8% +66 +1.2% 539 549 -9 -1.7% -9 -1.7% Digital Services Other segments and intercompany OPERATING REVENUE (365) (349) -16 +4.6% -17 +5.0% 22,163 21,715 +449 +2.1% +206 +0.9% More specifically, the Group’s €44 9 million increase in operating revenue breaks down as follows: f growth of €206 million, or 0.9% at constant scope and exchange rates; f consolidation scope effects of €208 million, originating for the most part from GeoPost (€175 million, of which €96 million attributable to the delayed impact of acquisitions made in 2013) and to a lesser extent from La Banque Postale (€34 million); f an exchange rate gain of €35 milli on, including a favourable impact of €40 million on the pound (GBP) and an unfavourable impact of -€6 million on the South African Rand (ZAR), and +€1 million for the other currencies. Operating revenue for 2014 was affected by the following: f a decrease in the Services-Mail-Parcels business unit’s revenue of 1.8% to €11,395 million. Mail revenue of the parent company decreased by €182 million to €9,328 million. The structural decline in volumes, amplified by the globally difficult economic climate affected revenue by -€446 million. This was partially offset by +€236 million as a result of the price increase that took place on 1 January 2014. Subsidiaries positioned in logistics, e-logistics and direct marketing activities, recorded revenues down by 2.8% 160 Change at constant scope and exchange rates (vs pro forma) Change vs pro forma Registration document 2014 LE GROUPE LA POSTE compared with 2013, at €501 million. This change is the result of contracting revenues at Mediapost France, with a particularly constrained advertising market in 2014 and moderate development of ViaPost’s e-commerce logistics business. For the Parcel s d ivision , revenues were practically unchanged in 2014 at €1,566 million (€1,574 million in 2013). This change is partly due to a slight contraction in volumes related to a restructuring of its historic portfolio and heightened competition. The unfavourable impact on volumes was offset by the price adjustments made starting in late 2013 as well as by growth in exports; f G e o P o s t ’s re v e n u e g re w 1 3 . 3 % a n d re a c h e d €4,921 million. Restated for the scope and exchange rates effect, organic growth stood at €368 million, i.e. 8.4%. The growth is driven by an active policy of innovation and quality of service: development of pickup and drop-off points, Saturday delivery in Germany, Sunday delivery in the United Kingdom, generalisation of the Predict system which can be used to select one-hour delivery windows, etc. This policy translates by a positive volume effect of €392 million (+9%) with an increase for all the countries which was particularly strong in the United Kingdom where sales rose by nearly 20%. Mix effects as well as downward pressure on prices both had a slightly negative impact on revenue; Review of the financial position and results Summary of Le Groupe La Poste consolidated results f in this environment of low interest rates, La Banque Postale’s NBI grew overall by 1.8% and reached €5,673 million for 2014. At constant scope and after restatement of the home loan savings provision, it rose by 4%, i.e. €220 million. Retail Banking NBI, after restatement of the home ownership savings provision grew by 3.5% due to the aggressive customer acquisition policy and the ramp-up of financing for legal entities and consumer credit. NBI of the Asset Management and Insurance divisions also grew sharply (by 10.3% and 13% respectively); f revenue f rom the Digital Services business unit was €539 million, down 1.7%. The s tructural decline in traditional activities (primarily cheque processing) was only partially offset in 2014 by the roll-out of new offerings such as Docapost’s data processing platforms and Mediapost Communication’s integrated “Advice and Data” offerings. In addition, in 2014 the Group revamped its online shopping site www.laposte.fr and its www.laposte.net webmail service. 10 10.2.2.2 Operating profit The Group’s operating profit after share of net profit/(loss) from companies under joint control totalled €719 million at end-December 2014, a limited decrease of €59 million compared with 2013. In 2014, the Group’s performance was affected by a difficult economic and financial environment and a rapidly declining mail volume (down 5.8% for 2014). However, the action plans taken on both in terms of innovation and development and in terms of controlling costs, in line with the key focus areas defined in the Group’s new strategic plan, have already contributed to limiting the decrease in operating profit in 2014. Change at constant scope and exchange rates (vs pro forma) Change vs pro forma 31/12/2014 31/12/2013 pro forma (€m) (in %) (€m) (in %) Services-Mail-Parcels 419 546 -127 -23.2% -126 -23.2% GeoPost 284 316 -32 -10.0% -41 -12.7% La Banque Postale 842 726 +116 +16.0% +106 +14.6% La Poste Network 25 33 -9 -26.2% -9 -26.2% (62) 7 -70 n.s. -70 n.s. (€ million) Digital Services Real estate 60 130 -71 -54.3% -71 -54.3% Support and Structure (154) (194) +40 +20.4% +40 +20.4% Unallocated and eliminations (694) (786) +93 +11.8% +94 +11.9% 719 778 -59 -7.6% -77 -9.9% OPERATING PROFIT/(LOSS) after share of net profit/(loss) from companies n.s.: not significant. The operating profit highlights by business unit are as follows: f Services-Mail-Parcels: operating profit of the business unit fell €127 million to €419 million in 2014. Price increases, innovation, new services and special efforts to control costs have significantly eased the effect of lower mail volumes and, to a lesser extent, of lower parcel volumes on operating profit. The particularly difficult market environment for advertising materials should also be noted; f GeoPost posted operating profit down by €32 million for 2014 to €284 million. Nevertheless, restated for the provision recognised as a precaution following the Competition Authority’s inquiry into various players in the transport and courier market in France, GeoPost’s operating profit was up. The increase in operating profit was supported by strong revenue performance, despite the costs incurred in 2014 in various innovative projects intended to support volume growth in the coming years; Registration document 2014 LE GROUPE LA POSTE 161 10 Review of the financial position and results Summary of Le Groupe La Poste consolidated results f la Banque Postale business unit ’s operating profit increased by €116 m illion in 2014 to €842 mi llion showing the strength of its model in an environment dominated by low rates, with future customer penetration and control of expenses and cost of risk. This allowed the operating ratio to signal a 2-point improvement compared with its level in 2013 and to reach 82.7%; f the operating loss for the Digital Services business unit was €62 million in 2014. This figure, however, is not representative given that the service agreements that allow for some services to be cross-billed to other Group business units will not be put in place until 2015, since the Digital Services business unit was not created until the second quarter of 2014. Moreover, 2014 earnings were burdened by non-recurring reorganisation costs; f other business segments: 10.2.2.4 Net profit Net profit Group share, at €513 million, was down €111 million compared with 2013. In addition to pre-tax profit, which fell by €35 million, there was: f an increase in the tax expense of €56 million, due in particular to a larger deferred tax expense recognised in 2014; f a €15 million drop in the share of the net profit/(loss) of equity associates, primarily for CNP Assurances; f an increase in the share attributed to minority interests of €4 million. 10.2.2.5 Free cash flow − Real Estate posted €60 million in operating profit, down €71 million compared with 2013 which included an intercompany disposal capital gain of €64 million generated by the disposal of SCI Tertiaire Saint Romain’s securities, − the loss posted by the Supports and S tructures segment is reduced by €40 million to €154 million in 2014, reflecting among other things the reduction in expenses generated for the year, − the loss posted by the Unallocated segment improved by €93 million. In 2012, the Unallocated segment carried the neutralisation of the intercompany disposal of the SCI Tertiaire Saint Romain’s securities recorded in the Real Estate segment. Cost control efforts also contribute to this development. 10.2.2.3 Financial profit/(loss) Financial loss was €198 million, improving by €24 million compared with 2013, with in particular: f a €40 million reduction in net financial debt cost resulting from the decline in rates reinforced by a favourable impact of €20 million from the change in fair value of the swaps related to the debt and to the debt’s credit spread; f a €16 million increase in other elements of financial result (for the most part, social debt discount expense). Free cash flow was €150 million, due to among other things a flow from excess tax in the amount of €244 million (one-off impact of the tax consolidation mechanism) which contributes to maintaining the cash flow from operating activities at a level close to that of 2013 (slight increase of €12 million in 2014). The moderate performance of operations is consistent with the Group’s strategic plan which provides for a sustainable recovery in cash generation starting from 2017 based on the action plans in progress (1). 2013 free cash flows included the financing of a capital increase of La Banque Postale for an amount of €800 million. After taking into account the payment of interest in the amount of €150 million, down by €21 million compared wi th 2013, the dividends paid to Group shareholders (€174 million, including €3 million paid to mino rity shareholders), the Group’s net debt (2) rose by €200 million as of 31 December 2014 compared with the net pro forma debt at 31 December 2013 and reached €4,005 million. 10.2.2.6 Financial ratios The net debt-to-equity ratio remained unchanged at 0.44 confirming the Group’s healthy financial structure. (1) See Chapter 12. (2) Group net debt does not take into account La Banque Postale, for which this concept is not relevant. 162 Registration document 2014 LE GROUPE LA POSTE Review of the financial position and results Operating results by business segment 10 10.3 Operating results by business segment 10.3.1 Summary of operating results by business segment 10.3.3.1 New business segments Segment reporting is presented in accordance with IFRS 8 – Operating Segments. A segment is a distinguishable component for which separate financial information is available and regularly reviewed by the Group’s Executive Management for the purpose of allocating resources and assessing performance. The criteria used to define business segments include specifically: the nature of the products distributed, the type or class of customer for whom they are intended, the production process, the distribution network and the regulatory environment. The definition of operating segments is based on Le Groupe La Poste’s current management structure. The changes made to the Group’s governance on 4 April 2014 led to a modification in the segment analysis. Creation of the Digital Services business unit as a separate segment The Digital Services business unit includes: f the Digital Services Department, within La Poste parent company, whose activities include Innovation, Internal Transformation, the Digital Trust Programme focused on the Digiposte digital safe and “L@Poste Online”’s activities, the project for online customer experience simplification and development of online commercial services; f the Mediapost Communication subsidiaries with operations in the digital area and focused on customer relations and relationship marketing (Internet advertising campaigns, know-your-customer, publishing and datamart marketing); f the Docapost subsidiaries whose operations are, among other things, geared towards helping businesses with the electronic management of their flows of communication with customers and suppliers (e-service platforms, electronic archiving, invoice digitisation and collaboration portals) as well as with document management. Changes in the scope of the two segments The Services-Mail-Parcels business unit now includes: − the Mail business activities, within La Poste parent company (collection, sorting, and delivery of correspondence, advertising and press publications) as well as new postmen services; − Mail subsidiaries with operations in the following areas: direct marketing, logistics solutions, e-commerce logistics and/or transport, as well as the joint venture with Swiss Post in cross-border mail services (Asendia); − the parcels business of La Poste parent company (“toC” business) previously part of the Parcels-Express line of business. f The GeoPost business unit focuses on the Group’s express activities and express BtoB and BtoC in France and abroad under the following main brands: DPD, Chronopost, Exapaq and SEUR. The other segments remain unchanged: f The La Banque Postale business unit includes the Banking and Insurance activities of the La Banque Postale subgroup as well as those of the shared resources unit (La Poste parent company entity). f The La Poste Network business unit (the former Retail Brand) encompasses the sale and distribution activities of Le Groupe La Poste intended for the general public. The mobile telephone business, under the name La Poste Mobile, is also part of this business unit via the joint venture with SFR. f The Real Estate segment includes the management of the real estate portfolio, asset management and property development management carried out by the sub-group Poste Immo and the La Poste parent company’s Real Estate Operations Department. f The Support and Structures segment includes the Group’s headquarters services and the support and service departments. f The Unallocated segment includes, in particular, the cost of the Universal Postal Service accessibility mission, the cost of the regional planning mission as well as the corresponding local tax allowance and the transitional costs associated with retirement schemes that are considered transverse to the Group and which are therefore not allocated to the business units. Registration document 2014 LE GROUPE LA POSTE 163 10 Review of the financial position and results Operating results by business segment 10.3.1.2 Results by business segment as at 31 December 2014 31/12/2014 ServicesMail-Parcels (€ million) Operating revenue 11,395 Operating expenses (10,978) Operating profit before net profit of companies under joint control Operating margin Share of net profit/(loss) from companies under joint control OPERATING PROFIT after share of net profit/(loss) from companies under joint control 31/12/2013 pro forma (€ million) Operating revenue Operating margin Share of net profit/(loss) from companies under joint control OPERATING PROFIT after share of net profit/(loss) from companies under joint control La Poste Network Real Support and Estate Structures Unallocated Elim. Total 5,673 539 4,167 843 825 0 (6,201) 22,163 (4,645) (4,832) (602) (4,139) (794) (980) (694) 6,201 (21,462) (62) 28 49 (154) (694) (0) 701 276 842 3.7% 5.6% 14.8% 2 8 0 0 (3) 10 0 0 0 17 419 284 842 (62) 25 60 (154) (694) (0) 719 ServicesMail-Parcels GeoPost La Banque Digital Postale Services La Poste Network Real Support and Estate Structures Unallocated Elim. Total (11,055) Operating profit before net profit of companies under joint control 4,921 La Banque Digital Postale Services 417 11,599 Operating expenses GeoPost 4,342 3.2% 5,574 549 4,165 854 825 0 (6,193) 21,715 (4,036) (4,848) (541) (4,124) (732) (1,020) (719) 6,126 (20,949) 7 41 122 (194) (719) (67) 766 544 306 726 4.7% 7.1% 13.0% 2 10 0 0 (7) 8 0 0 (0) 12 546 316 726 7 33 130 (194) (719) (67) 778 3.5% NB: Each business segment’s operating revenue corresponds to its total revenue within the segment, including intercompany transactions, but excluding inter-segment transactions. 164 Registration document 2014 LE GROUPE LA POSTE 10 Review of the financial position and results Operating results by business segment 10.3.1.3 Reconciliation of the financial statements published as at 31 December 2013 and the 2013 pro forma financial statements following the retroactive application of IFRS 10 and 11 PUBLISHED ON 31 DECEMBER 2013 (€ million) Operating revenue ServicesMail-Parcels La Banque Postale Digital Services GeoPost La Poste Network Support and Structures Unallocated Real Estate Elim. Total 11,103 5,988 5,539 4,230 908 825 0 (6,509) 22,084 Operating expenses (10,632) (5,569) (4,831) (4,196) (773) (1,037) (719) 6,442 (21,314) OPERATING PROFIT 471 419 708 34 135 (211) (719) (67) 770 ServicesMail-Parcels GeoPost La Poste Network Real Estate Support and Structures Unallocated Elim. Total IMPACT OF IFRS 10 AND 11 (€ million) Operating revenue La Banque Postale Digital Services (184) (109) 35 0 (65) (53) 0 0 6 (369) Operating expenses 180 96 (17) 0 72 40 0 0 (6) 365 OPERATING PROFIT (4) (12) 18 0 7 (13) 0 0 0 (4) 2 10 0 0 (7) 8 0 0 0 12 La Banque Postale Digital Services La Poste Network Real Estate Support and Structures Unallocated Elim. Total Share of net profit/(loss) from companies under joint control IMPACT OF THE NEW GOVERNANCE STRUCTURE (€ million) ServicesMail-Parcels GeoPost Operating revenue 679 (1,537) 0 549 0 (0) 0 0 309 0 Operating expenses (603) 1,437 (0) (541) (0) 0 17 0 (309) 0 OPERATING PROFIT 77 (101) (0) 7 (0) 0 17 0 (0) 0 ServicesMail-Parcels GeoPost La Banque Digital Postale Services Real Support and Estate Structures Unallocated Elim. Total 31/12/2013 PRO FORMA (€ million) Operating revenue Operating expenses Operating profit before net profit of companies under joint control Share of net profit/(loss) from companies under joint control OPERATING PROFIT after share of net profit/(loss) from companies under joint control 11,599 (11,055) 4,342 La Poste Network 5,574 549 4,165 854 825 0 (6,193) 21,715 (4,036) (4,848) (541) (4,124) (732) (1,020) (719) 6,126 (20,949) 544 306 726 7 41 122 (194) (719) (67) 766 2 10 0 0 (7) 8 0 0 0 12 546 316 726 7 33 130 (194) (719) (67) 778 Registration document 2014 LE GROUPE LA POSTE 165 10 Review of the financial position and results Operating results by business segment 10.3.2 Services-Mail-Parcels The Services-Mail-Parcels business unit includes: f the Mail business activities, within La Poste parent co m p a n y ( co l le c t i o n , s o r t i n g , a n d d e l i ve r y o f correspondence, advertising and press publications) as well as new postman services; f Mail subsidiaries with operations in the direct marketing market (primarily Mediapost France and Sogec SA) and in the logistics and e-logistics solutions (Viapost, STP and Neolog for the most part), as well as the crossborder mail services joint venture (Asendia) which is accounted by the equity method in the consolidated financial statements of the Group and of the business unit; f all the Parcels activities of La Poste parent company, which specialises in deferred delivery (two-day) of parcels weighing less than 30 kg to BtoC or CtoC in France. 31/12/2014 (€ million) Revenue Of which external revenue Operating expenses Operating profit before share of net profit of companies under joint control Operating margin Share of net profit/(loss) from companies under joint control OPERATING PROFIT/(LOSS) after share of net profit/(loss) from companies under joint control 10.3.2.1 Services and Mail divisions At 31 December 2014, revenue totalled €9,828 million, i.e. a drop of €197 million. The parent company’s mail revenue was at €9,328 million, down by €182 million compared with 2013, i.e. -1.9%. This change was mostly due to: f the 5.8% decline in volumes, i.e. an impact comprising the mix of -€446 million on 2014 r evenues. The structurally downward trend was emphasised by a challenging economic environment and by the difficulties experienced by the distance-sales companies, which led to a steep decline in addressed advertising mail (9.6% drop in volumes compared with 2013). Press experienced an overall decline of 5% but with strong disparities ranging from the 6.9% drop for urgent press to the 3.4% increase for the economy-rate shipped press; 166 31/12/2013 pro forma Change vs pro forma (€m) (in %) 11,395 11,599 -204 -1.8% 11,131 11,356 -225 -2.0% (10,978) (11,055) +77 -0.7% 417 544 -127 -23.3% 3.7% 4.7% 2 2 +0 +11.4% 419 546 -127 -23.2% -1.0 pt The business unit has an active innovation policy which results in both new product offers and in the roll-out of new services relying on the connected network of postmen (Facteo). The services offered under Cohesio (regular home visits by postmen to households with isolated and/ or vulnerable members), Releveo (energy meter reading on behalf of companies in the sector), Facileo delivery with messages (delivery of items or parcels with a message delivered to the customer by the postman), and Porteo (various home delivery services, groceries, books, CDs and medication), etc., are being gradually phased-in. Quality of service remained at a high level with a next-day delivery rate for priority mail of 86.7% as at 31 December 2014. Revenue for the subsidiaries was €501 mill ion as at 31 December 2014, slightly down compared with 2013 (-€14 million) which was due to: f the 3% price increase on average for the mail range as f a downward trend for the Mail Mediapost subsidiaries of 1 January 2014 partially offset these negative effects by +€236 million. (down €19 million, i.e. 4.8%) owing to an extremely competitive printed advertising market in 2014 in a context of advertising budget control/decline among major customers; Registration document 2014 LE GROUPE LA POSTE Review of the financial position and results Operating results by business segment f an increase in the revenue of the Logistics Viapost subsidiaries (+€5 million, i.e. +5.2%). On the other hand, the e-commerce market grew slower than projected in 2014. The business is in the process of reorganisation with, among other things, the combination since June 2014 of the two principal entities (Morin and Orium) under the Viapost brand. 10.3.2.2 Parcels division The Parcels business declined in volume in 2014, which broke the trend of steady growth experienced in previous years. At end-December 2014, the €1,566 million revenue was nevertheless practically unchanged compared with 2013 considering the price increases. The impact of the 2.7% volume decline is estimated at -€42 million. In a generally difficult economic context, the Parcels division was also impacted by a restructuring of its customer base, with certain traditional Parcels customers being particularly hit in 2014. Moreover, e-commerce growth slowed compared with that in 2013, in a market that underwent some major changes (heightened competition due to the entry of new players and expanding marketplaces). Competition grew specifically in the pick-up and drop-off points deliveries and home delivery (the leading e-retailer, Amazon, acquired a stake in Colis Privé and is transferring flows to that operator). The Parcels division lastly implemented a more selective pricing policy as a result of which it was able to withdraw from some specific flows. The price adjustments that started in late 2013 and which continued through the beginning of 2014, as well as the reduction of Coliéco’s portion of total volumes (10.4% in 2014 versus 12.3% in 2013) had a favourable impact of €49 million on the price/mix and offset the decline in volume. The Parcels division strives to ensure quality service, which remained high in 2014 (two-day delivery rate of 94.1%) and increased 1 point compared with 2013. 10 The Parcels division also has an active policy to develop new innovative services and to support the needs of its customers: f parcel shipment from one’s letterbox: after an operational testing phase, in 2015 private individual customers will be able to ship a parcel (with postage paid online) or to return an e-commerce product directly from their personal letterbox; f robust growth in the delivery to pick-up and drop- off points which rose from 6.5 million parcels at end-December 2013 to 10.4 million parcels in 2014, illustrating the strong foothold of this solution which has had tremendous success with consumers. In this area, Parcels will also benefit in 2015 from the development of the automated locker network for the GeoPost business unit (Pickup Services); f stronger synergies following the creation of the Services- Mail-Parcels business unit, with the implementation of a range continuum intended to optimise product offerings by harmonising and simplifying them. The new range is available starting on 1 January 2015 (see Section 10.1.4.5); f continued improvement of the existing delivery offers, both home deliveries and other, in order to make them interactive and customised (information provided while the parcel is in transit via connected support, option to postpone delivery or to select a different place of delivery). 10.3.2.3 Operating profit Operating profit of the Services-Mail-Parcels business unit was €419 million at 31 December 2014, down €127 million compared with 31 December 2013, i.e. -23.2%. This decline is smaller than the impact of decreasing mail volumes and, to a lesser extent, parcels, due to the pricing policy, innovation in services and the significant cost control efforts. Registration document 2014 LE GROUPE LA POSTE 167 10 Review of the financial position and results Operating results by business segment 10.3.3 GeoPost GeoPost, a subsidiary of Le Groupe La Poste, includes deferred and express parcel activities in France and abroad under the following main brands: Chronopost, DPD, Exapaq, SEUR and Tigers (freight forwarding). The unit’s subsidiaries are mainly involved in the business to business (BtoB) market, although they are increasingly involved in the business to consumer (BtoC) market (close to 30% of volumes in 2014). The delayed impact from acquisitions in 2013 (takeover of Tigers and purchase of SEUR franchises), as well as the impact of acquisitions in the first half of 2014 (primarily the purchase of the SEUR Asturies franchise and the takeover of Worldnet and purchase of Siodemka - see Section 10.1.5.2) resulted in a positive scope effect on GeoPost’s revenue of +€175 million in 2014. 31/12/2013 pro forma (€m) (in %) 4,921 4,342 +579 +13.3% 4,847 4,271 +576 +13.5% (4,645) (4,036) -609 +15.1% -30 (€ million) Revenue Of which external revenue Operating expenses Operating profit before share of net profit of companies under joint control Operating margin Share of net profit/(loss) from companies under joint control OPERATING PROFIT/(LOSS) after share of net profit/(loss) from companies under joint control 10.3.3.1 Continued accelerated growth in sales A t e n d - D e ce m b e r 2 0 1 4 , G e o Po st ’s reve n u e w a s €4,921 million, a €579 million increase (+13.3%) compared with 201 3. Restated for scope effects (+€1 75 million) and exchange rate effects (+€35 million), organic growth remained very strong at €368 million, i.e. +8.4%. The increase was largely boosted by an upward volume effect of €392 million (+9.0%). The price/mix effects had an unfavourable impact on revenue in the amount of €49 million and the other services, primarily international freight forwarding, rose €26 million. Organic changes in revenue by geographical area remained dynamic and followed the previous year’s trends: f very strong growth in sales for the United Kingdom subsidiaries (+20%), primarily due to the increase in volumes (development of BtoC and winning sales in major accounts) as well as, to a lesser extent, the price increase. The delivery offer expanded in August, notably with the launch of Sunday delivery; 168 Registration document 2014 LE GROUPE LA POSTE Change vs pro forma 31/12/2014 276 306 5.6% 7.1% -9.8% 8 10 -2 -18.6% 284 316 -32 -10.0% -1.4 pt f strong growth in business activities in France, for both Exapaq and for Chronopost (respectively +5.2% and +5.9%), driven by increasing volumes. For Chronopost, the increase in volumes is related to C13 products (next-day delivery before 1 pm) and C18 (next-day delivery before 6 pm) as well as delivery to pick-up and drop-off points (20.5 million parcels at end 2014 vs 14.4 million parcels at end 2013). The development has been balanced both in major accounts and in SMEs. It is worth noting that Chronopost currently offers, as in the United Kingdom, the Predict 1H solution which can be used to request delivery within a narrow time frame. In 2015, Chronopost will furthermore benefit from the development of automated lockers in France (see section 10.1.5.2); f the Benelux subsidiary continued to grow in 2014 (+10%) thanks to a volume effect on international flows and virtually unchanged prices. This was accompanied by the continued development of the network of pick-up and drop-off points (1,500 pick-up and drop-off points installed at end 2014); f in the Spanish subsidiaries, the 14% rise in volumes in 2014 underscored the continued rebound of business Review of the financial position and results Operating results by business segment activities, following the 11% rise already recorded in 2013. In addition to a more favourable economic environment, this commercial performance is the outcome of having won several major accounts (in particular in e-commerce). The impact of growing volumes on revenue was partially mitigated by a lower average revenue per unit attributable primarily to the change in product mix (average weight decrease); f the German subsidiary’s revenue rose 3% compared with end 2013, especially driven by the export business, while that of the domestic market remained moderate. The end of 2014 benefited, however, from the launch of partnerships with key e-commerce players, marking DPD Germany’s goal to expand in the buoyant domestic BtoC market. In line with this goal, DPD continues to expand its German network of pick-up and drop-off points (Parcel Shops; 5,000 pick-up and drop-off points at end 2014). More generally, DPD is investing in developing and strengthening its BtoC services and has been offering, for example, Saturday delivery since end 2014; f T igers’ business is also growing, in a particularly competitive market, with organic revenue of €110 million at end 2014, i.e. a €32 million increase; f lastly, the Polish subsidiary’s like-for-like activities are also well oriented and rose 11%. In addition to business, 2014 was marked by the roll-out of numerous projects aimed at accelerating and sustaining 10 GeoPost’s future growth and, among them, a project for the harmonisation of the visual identity of the GeoPost group. It will rely on three pillars: promoting the Group’s identity based on the DPD brand, a harmonised communication policy (colours, uniforms and brand in local versions) and the development of shared products and services. Lastly, it is worth noting that GeoPost’s exposure to geopolitical risk in the Ukraine is not material. 10.3.3.2 Operating profit The evolution in revenue goes along with an increase in ongoing expenses, aimed at supporting the excellent momentum of the business thanks to the development of processing capacities (roll-out of new hubs) and delivery solutions (expanding the pick-up and drop-off points’ network, generalisation of Predict, growing weekend deliveries, etc.). GeoPost’s operating profit at end 2014 was €284 million (operating profit including €8 million for the share of net profit of companies under joint control and after nonrecurring items). Excluding non-recurring items, such as the provision for risks related to the investigation by the Competition Authority regarding the various players in the transport and courier sector in France, profit and profitability were up compared with 2013. 10.3.4 La Banque Postale This business segment includes La Banque Postale, its subsidiaries and the shared resources unit formed between La Poste and La Banque Postale governed by a cost-sharing agreement. All expenses relating to asset pooling, which mainly consist of costs of La Poste staff working exclusively for La Banque Postale, are recharged at cost to La Banque Postale. 10.3.4.1 Economic and financial environment Continuing a 2013 trend, inflation sharply slowed in 2014 and rates reached new historical lows (see Section 10.1.3): f EONIA was regularly negative in the second half of the year. The OAT lost close to 1.5 points in the year and ended below 1%; f in this context, the rate of the Livret A passbook savings account, maintained in February at 1.25%, dropped to 1% at 1 August, which had a strong impact on investments in instruments indexed to that rate; f the CAC 40 was affected by slow growth which posted a moderate decline of -0.5% since the beginning of the year, after a sharp rise in 2013 (18% for the year). From a regulatory standpoint, 2014 was characterised by the gradual implementation of Basel III in Europe (CRD IV Directive/CRR Regulation) and deployment of the Single Supervisory Mechanism of European banks (see Section 10.1.4.8). As indicated on 31 December 2013, La Banque Postale is undergoing a tax audit, which concerns, in particular, compliance with regulations applicable to regulated savings accounts. Registration document 2014 LE GROUPE LA POSTE 169 10 Review of the financial position and results Operating results by business segment 10.3.4.2 Commercial activities In line with the ambition expressed in its strategic plan, La Banque Postale is adapting its structural organisation to accelerate its commercial development. In this context, a single and simplified commercial management was created in 2014 with La Poste Network. This organisation focuses on prioritising banking at post offices while promoting high-quality customer relations. Also in this connection, La Banque Postale is investing in the transformation of its IT systems and particularly in its customer interface through the Cap Client 3.0 project. As was the trend at the end of 2013, the savings market suffered from historically low interest rates and weak economic recovery. La Banque Postale’s customer outstandings nevertheless rose 0.8% for the yea r and reached €299.4 billion (+€2.3 billion): Change 31/12/2014 31/12/2013 (€bn) (in %) Sight deposits 50.4 47.7 +2.7 +5.7% Ordinary savings accounts 84.0 86.1 -2.1 -2.5% 62.7 64.3 -1.6 -2.5% LEP savings accounts 8.1 8.7 -0.6 -6.7% Sustainable Development savings accounts (LDD) 7.3 7.2 +0.1 +1.9% Other savings accounts 5.9 5.9 -0.1 -1.0% (€ billion) Livret A passbook savings account Home loan savings 28.2 27.0 +1.2 +4.5% UCITS (a) 12.7 14.7 -2.0 -13.6% 123.1 120.4 +2.7 +2.2% Life insurance (a) Other (b) CUSTOMER SAVINGS ACCOUNTS 1.0 1.2 -0.2 -14.6% 299.4 297.1 +2.3 +0.8% (a) Products distributed by the La Banque Postale network and BPE. (b) Term deposits and PEP accounts. Sight deposits benefited from the commercial development of La Banque Postale and reached €50.4 billion, up 5.7% (+€2.7 billion). Legal entities’ sight deposits outstandings, driven by the strategy to win new customers, reached €4.2 billion. The low rates of the Livret A passbook savings account, which dropped to 1% in August, had a strong negative impact on ordinary savings, generating as a result deposit withdrawals. After two years of significant growth, outstandings fell €1.6 billion (-2.5%). Home loan savings outstandings reached €28.2 billion, up €1.2 billion. The good performance is related to the attractive rates offered by the Home Savings Plans (PEL – Plan Épargne Logement) for 2014 at 2.5%. PEL outstandings accordingly rose by €1.8 billion (+8.3%) and more than offset the withdrawals from the Home Savings Accounts (CEL – Compte Épargne Logement) outstandings. 170 Registration document 2014 LE GROUPE LA POSTE UCITS outstandings, penalised by the short-term rate level and the lukewarm performance of the markets, stood at €12.7 billion, down by €2 billion. Withdrawals were particularly noticeable for money-market UCITS (-€1.1 billion) whose performance is generally indexed to the EONIA. Life insurance outstandings at €123.1 billion were up €2.7 billion (2.2%) specifically under the good performance of new high-net-worth contracts: for example, the Cachemire 2, Cachemire Patrimoine and Satinium contracts, launched in the first half of the year, registered gross deposits of €3.6 billion. Unit-linked policies as a proportion of gross inflows also continued to increase, reaching 13.1%. Customer loan outstandings continued their strong growth to €64.7 billion, i.e. an increase of €6.9 billion (+12.0% and +9.3% restated for Sofiap’s outstandings, consolidated in May 2014). 10 Review of the financial position and results Operating results by business segment Change (€ billion) 31/12/2014 31/12/2013 (€bn) (in %) 53.4 49.8 +3.6 +7.2% Home loans Consumer loans 4.0 3.4 +0.6 +19.2% Other loans (a) 0.8 0.7 +0.1 +18.5% 6.5 3.9 +2.5 +64.4% 64.7 57.8 +6.9 +12.0% Loans to legal entities (b) CUSTOMER LOANS (c) (a) Overdrawn sight deposits and amounts owed on bank cards. (b) Companies, social housing associations and regional authorities. (c) Scope effect of €1.5 billion related to the consolidation of Sofiap in May 2014. In a waning market, La Banque Postale continues to develop its home loan business. Outstandings rose significantly by 7.2% to €53.4 billion. Like-for-like, growth remained strong at 4.2%. Sofiap, a shared subsidiary with SNCF, represented €1.5 billion in outstanding home loans. The consumer credit business, driven since 2010 by La Banque Postale Financement (a subsidiary, 65%-held by La Banque Postale and 35%-held by Société Générale), posted sustained growth with outstandings up by 19.2% to €4.0 billion. The good sales momentum of the Network helped cross the €2 billion production threshold in 2014 (up 13.1% compared with 2013). Since 2012, La Banque Postale has also been lending to businesses and the local public sector. This business is experiencing rapid growth and has already reached €6.5 billion in outstandings (+64.4%) at end 2014. New loans to the local public sector reached €6.8 billion in 2014, driven by the cash lines. 10.3.4.3 Operating performance 31/12/2014 (€ million) Asset management Insurance 148 31/12/2013 pro forma Change vs pro forma (€m) (in %) 134 +14 +10.3% 178 158 +21 +13.0% 5,347 5,282 +65 +1.2% Net interest margin 3,325 3,417 -91 -2.7% Commissions 2,148 1,990 +158 +7.9% Other income and expenses (126) (125) -1 +0.9% 5,673 5,574 +100 +1.8% Retail banking NET BANKING INCOME La Banque Postale’s Net Banking Income (NBI) totalled €5,673 million in 2014, up 1.8% (+€100 million). Restated for the home savings provision and the scope effects related to the consolidation of BPE and Sofiap, it grew stronger by 4.0%. The Asset Management division’s NBI continued to grow (up 10.3%) and was €148 m illion in 2014. The strong commercial performance of LBP Gestion Privée, with gross inflows of €1.0 billion (up 90%), contributed to the 5.5% rise in outstandings under management compared with 2013. At €178 million, the NBI of the Insurance division rose 13% compared with 2013 pro forma (transition to full consolidation of La Banque Postale Prévoyance, a subsidiary held jointly with CNP Assurances, in application of IFRS 10). La Banque Postale Prévoyance’s NBI was up 3.2%, with good results in loan insurance revenue, among other things. The division is also benefiting from the commercial momentum of the recently created subsidiaries. Thus, the contract portfolios of La Banque Postale IARD (a subsidiary 65%-held by La Banque Postale and 35%-held by Groupama) and that of La Banque Postale Assurance Santé (a subsidiary 65%-held by La Banque Postale and 35%-held by La Mutuelle Générale), posted increases of +31.6% and +39.9% respectively. Registration document 2014 LE GROUPE LA POSTE 171 10 Review of the financial position and results Operating results by business segment After restatement for the home savings provision and the scope effects related to BPE and Sofiap, the NBI of the Retail Banking division posted an increase of 3.5% (up €186 million). This rise is related to: f a strong 7.5% increase in commissions related to the efforts to increase the number of products per customer and upscale products. The good commercial performance of life insurance also contributed to this growth. f a 1.1% increase in net interest margin, fuelled for the most part by the continued expansion of loans to private individuals but also to the rise in financing to legal entities; 31/12/2013 pro forma (€m) (in %) 5,673 5,574 +100 +1.8% (4,669) (4,703) +35 -0.7% (€ million) Net Banking Income Management expenses Gains and losses on other assets Change vs pro forma 31/12/2014 (a) Gross operating profit Cost of risk OPERATING PROFIT La Banque Postale cost-to-income ratio (0) 10 -10 n.s. 1,005 880 +125 +14.2% (163) (154) -9 +5.6% 842 726 +116 +16.0% 82.7% 84.7% -2.0 pts (a) Including the CNP negative goodwill in 2013. n.s.: not significant. Despite the investments made to finance the development of subsidiaries and new activities, La Banque Postale has shown control of its expenses as its management costs were slightly down by 0.7% to €4,669 million. 10.3.4.4 Financial structure Gross operating profit was €1,005 million, up €125 million compared with 2013 (up 14.2%) and is accompanied by a clear improvement of the operating ratio at 82.7% (84.7% in 2013). f on 11 April by issuing €750 million of Tier 2 subordinated Cost of risk, at €163 million, posted a moderate increase of 5.6% despite the strong increase in customer loans outstanding. La Banque Postale business unit’s operating profit was €842 million in 2014, up 16% (€116 million). La Banque Postale has a solid financial structure, which was strengthened twice this year: notes maturing in 12 years; f on 18 November through a capital increase of €633 million, with the transfer of the cash held at post offices by La Poste parent company. These transactions, combined with a downward weighting of real estate loans guaranteed by Crédit Logement, significantly increased solvency ratios. Thus, the Common Equity Tier 1 (1) ratio reached 12.7% compared with 10.1% at 31 December 2013 and the total solvency ratio was 17.0% compared with 12.9%. The strong balance sheet of La Banque Postale was confirmed by the AQR and Stress Test results, published in October by the European Central Bank (the detailed results are available from www.labanquepostale.fr). La Banque Postale was able to prove the quality of its assets and the resistance of its model in a down scenario. The liquidity position remains very positive with a loan to deposit ratio at 75% and an LCR (short-term estimated liquidity ratio) at 184%. (1) CET1 Ratio with application of interim measures. The CET1 fully loaded ratio was 14.0%. 172 Registration document 2014 LE GROUPE LA POSTE 10 Review of the financial position and results Operating results by business segment 10.3.5 La Poste Network The business unit formerly called “La Poste Retail Brand” has been renamed “La Poste Network” in order to reaffirm its role as a distributor of products and services from all of the business units to the general public. The La Poste Telecom subsidiary is also included in this business unit, in the “Share of net profit/(loss) from companies under joint control” line item. Its offerings are marketed under the “La Poste Mobile” brand. 31/12/2013 31/12/2013 pro forma 4,167 4,165 (€ million) Revenue Of which external revenue Change vs pro forma (€m) (in %) +2 +0.1% 27 27 +0 +1.3% (4,139) (4,124) -15 +0.4% Operating profit before share of net profit of companies under joint control 28 41 -13 -32.0% Share of net profit/(loss) from companies under joint control (3) (7) +4 -58.2% OPERATING PROFIT/(LOSS) after share of net profit/(loss) from companies under joint control 25 33 -9 -26.2% Operating expenses Internal revenue corresponds to the billing of services provided by the La Poste Network on behalf of other business units. It is governed by service agreements as follow: f service agreements based on operating indicators (e.g. sales or items handled), with the business unit Services-Mail-Parcels and the GeoPost business unit (Chronopost); f a service agreement with La Banque Postale based on transactions handled at the counter and charged based on actual costs for the banking advisory line hosted and coordinated by the Network (e.g. financial advisors); f transfer of costs related to the Universal Postal Service and regional planning and development missions, and transitional expenses (including end-of-career mechanisms) to the “Unallocated” segment. 10.3.5.1 La Poste Network With its 17,104 public outlets in France, 7,501 of which are in partnerships (Local Postal agencies and Relais Poste outlets) as at 31 December 2014, La Poste Network is the densest physical distribution network in the country. Its contribution to the Group’s business units’ development and economic competitiveness relies on its ability to: f accelerate their business development by developing synergies within the Group: − creating in 2014 more than 500 share market areas with the Services-Mail-Parcels business unit , coordinated and managed jointly with a multichannel objective, represents the new pillar of the commercial mechanism destined to professionals and private individuals for all the mail and parcels products. These market areas must also make it possible to expand the complementarity and the synergy of the various sales channels to be able to better treat the Group’s customers and accelerate the commercial development, − in the banking area, other synergies occurred with the 1 September 2014 transfer of the managerial lines of the commercial banking activities to the Network. The Single Commercial Management (MCU) project aims to roll out: − a single, simplified and more efficient managerial line, focused on prioritising banking and the quality of customer relations, − empowered managers on the ground to make decisions as close to the customer as possible, − a progressively decentralised risk management on the ground, − an ambitious plan to develop banking expertise; f developing an innovative service offering that is adapted to customers. For example in 2014: − continued expansion of telephony through the constant integration of new offers (4G, contactless mobile payment, “Music” plans integrating unlimited streaming access to a catalogue of more than two million titles from the Universal group, etc.), Registration document 2014 LE GROUPE LA POSTE 173 10 Review of the financial position and results Operating results by business segment − launch in 54 post offices of marketing tests for the Security Habitat Pack, a remote surveillance offer sold by counter clerks, − 3D printers in testing phase at four post offices, − gradual digitisation of the Network by rolling-out digital tablets for use by customers in close to 1,000 Local Postal agencies; f improving customer satisfaction by maintaining a high quality of service: on 2 April 2014, the Network launched an innovative customer listening scheme in 2,000 post offices. This programme was part of the Network’s strategic plan and part of the effort to continue the process to improve service in the post office, which has allowed the company to reach a current level of 95% of satisfied customers at the time of leaving the post office. The first component of the programme consisted in spontaneous customer surveys in the post office. The goal is to measure the customer satisfaction rate on the basics (waiting time, treatment, advice, cleanliness of the space, etc.). The second component consisted in targeted customer surveys. These surveys consist in contacting bank customers following their visits with advisors and contacting professional customers after their visit to a post office to get their opinion on the quality of service of the facility. The objective of this targeted survey is to keep an open dialogue with banking and professional customers and to analyse their grounds for satisfaction or dissatisfaction. Since its launch, more than 10,000 customers have scanned the QR code, 40,000 banking customers and 10,000 professional customers have been interviewed: 88% of banking customers and 82% of professional customers have expressed their overall satisfaction with the services, 35% of banking customers and 30% of professional customers state that they would recommend La Poste. Additionally, La Poste received the 1st prize from the 2014 (1) Customer Relations Podium for the “service company” sector; f controlling the costs of the commercial network whose use by the Group’s business units is re-billed to them. In an environment of declining counter activity (-5.8% compared with 2013), falling mail and parcels volumes and restructuring of the networks of agencies by the major banks, it is imperative to stabilise the Network’s costs within the customer business units’ total operating expenses. As a result of the action plans rolled out, the Network’s like-for-like operating costs were down 0.5% for 2014 (the apparent rise of 0.4% can be attributed to the inclusion at 1 September of nearly 1,500 employees as part of the transfer related to the Single Commercial Management project). To meet all of these objectives, the Network has, in addition to all the initiatives listed above, started in 2014 a study to update its operations in urban areas. The objective is to offer a model that can make the Network and Le Groupe La Poste “a city life player” by adapting the services to the way of living of city people, specifically in terms of operating hours. At this stage, urban postal pick-up and drop-off points are being tested in four pilot cities, Bordeaux, Paris, Lyon and Dijon and other public outlets in the same format will be created in 2015. 10.3.5.2 La Poste Mobile La Poste Telecom, the Group’s virtual mobile network operator, in which it has a 51% stake in partnership with SFR, which holds the remaining 49%, offers its products and services under the “La Poste Mobile” brand. The subsidiary continues to expand, thanks to constantly renewing innovative and competitive offers. Therefore, with 726,000 new lines sold in 2014 (+18.3% versus 2013), including 149,000 in the International Pre-paid offer launched in April, the 1,150,000 lines level was reached at 31 December 2014 after less than four years in operation. La Poste Mobile also sold 45,000 broadband subscriptions during the year as part of its Quatro offer (TV, Internet, fixed telephone and mobile) in partnership with SFR (launched on 22 April 2013, 20,000 boxes sold in 2013). La Poste Mobile’s keys to success are the ongoing adaptation of offerings to customers’ needs (unlimited plans, 4G, quadruple play offer, launch of international pre-paid in April 2014, etc.) while keeping the product ranges simple and affordable for as many people as possible, the breadth of the La Poste Network, the number of its sellers and the values of trust that the Group represents. (1) Survey performed by BearingPoint and TNS Sofres in December 2013 with customers/users of companies/administrations, from a sample of 4,000 people. 174 Registration document 2014 LE GROUPE LA POSTE 10 Review of the financial position and results Operating results by business segment 10.3.6 Digital Services The Digital Services business unit , created during the first half of 2014 as part of the implementation of the Group’s new corporate governance model, will carry out complementary missions: f a “Laboratory” mission: through several programmes, f a revenue development mission: the Digital Services f a mission for the provision of services to the other business unit through its Docapost and Mediapost Communication subsidiaries produces and markets digital offers, solutions and services in the area of digital transformation, digital marketing and digital trust, by adding to classic publishing and filing products; business unit s in the Group: for example, the implementation of a corporate social network and putting in place training to adjust to the new digital culture. It is also in charge of the group Data policy. Lastly, it is also the head of the high-priority shared (1) “knowledge of individual customers”, intended to standardise the Group’s different individual customer databases. such as start-up incubation, the Digital Services business unit is responsible for detecting, developing and industrialising digital innovation to serve the Group; Change vs pro forma 31/12/2014 31/12/2013 pro forma (€m) (in %) 539 549 -9 -1.7% 487 495 -8 -1.6% Operating expenses (602) (541) -60 +11.1% OPERATING PROFIT (62) 7 -70 N.S. -11.5% 1.4% (€ million) Revenue Of which external revenue As a % of revenue -12.9 pt n.s.: not significant. 10.3.6.1 Revenue Revenue totalled €539 million in 2014, down €9 million compared with 2013 (i.e. -1.7%): For 2014, revenue includes the sales made by the digital services subsidiaries and for the parent company just the advertising revenue from the website www.laposte.fr. Sales of products made on the website are recognised in the lines of business concerned (for the most part, the Services-Mail-Parcels business unit). As from 1 January 2015, the Digital Services business unit will implement internal invoicing for the other Group entities, including for example a commission based on the sales figures achieved by the other business units through the www.laposte.fr website (the Digital Services business unit being in charge of developing these sales online). f the Docapost division is continuing its digital transformation. The traditional activities (cheque processing and desktop publishing) are structurally declining while new services are being developed, such as customer pathways management services, information platforms creation services, evidence archiving services and marketing of publishing software programmes. Overall, revenue was down €7 million, i.e. -1.5%; (1) As part of its new strategic plan, the Group defined in April 2014, five shared and cross-functional high-priority projects, aimed at expanding into new territories by 2020 (see Section 10.1.1.3). Registration document 2014 LE GROUPE LA POSTE 175 10 Review of the financial position and results Operating results by business segment f the Mediapost Communication division is holding its position well in a shrinking advertising revenue market (-4%). The development of the CRM market and the multichannel campaign management shows an increase in its sales. Nevertheless, its mixed performance in the area of electronic commerce support as well as in a portion of its Data activity have led to an overall decline in revenue in the amount of €5 million (-4.7%). The launch of new offers, such as the multichannel retargeting and real-time bidding (RTB), is expected to start creating growth opportunities in 2015; f the parent company’s revenue was up €2 million. The major project to transform and modernise L@Poste online was also launched this year and several milestones have already been laid out: the redesign of the www.laposte.net email service, which has more than 3.4 million users, and the online release of the new www.laposte.fr website in early July. The organisation of content and the design were entirely redeveloped to make navigation easier for Internet users and to develop online sales and customer satisfaction, regardless of the Internet channel that the customer chooses to use in order to make contact with La Poste (website, mobile or tablet application or social media). Innovation is at the heart of the Digital Services business unit as shown in its January 2015 presence at the Las Vegas Consumer Electronic Show at which it unveiled La Poste’s “digital hub”, first universal platform combining connected objects and local services in an environment of trust and data security. 10.3.6.2 Operating profit Operating expenses were up €60 million reflecting the growth of the new activities (e-commerce and professional customer activity, redesign of the l aposte.net website, merging of the various www.laposte.fr websites), the “fullyear effect” of the 1 July 2013 transfer of the digital services activities previously carried out by other Group business units as well as of the non-recurring reorganisation costs. The Digital Services business unit 2014 consolidated operating loss of €62 million is not representative as it does not yet account for the compensation for business contribution and services performed on behalf of the other Group business unit s, which will be included as from 1 January 2015 (for 2014, the Digital Services business unit has therefore included the entire scope of expenses but not yet the corresponding revenue). 10.3.7 Other segments 10.3.7.1 Real Estate The Real Estate segment includes the Poste Immo subsidiary and the Real Estate Department of the La Poste parent company. 31/12/2014 (€ million) Revenue Of which external revenue Current operating expenses Gains (Losses) on disposal Operating profit before share of net profit of companies under joint control Change vs pro forma (€m) (in %) 843 854 -11 -1.3% 11 9 +2 +19.9% (811) (806) -4 +0.5% 17 74 -58 -77.7% -73 -59.8% 49 122 5.8% 14.3% Share of net profit/(loss) from companies under joint control 10 8 +3 +33.9% OPERATING PROFIT/(LOSS) after share of net profit/(loss) from companies under joint control 60 130 -71 -54.3% Operating margin 176 31/12/2013 pro forma Registration document 2014 LE GROUPE LA POSTE -8.5 pt Review of the financial position and results Operating results by business segment 10 Real Estate revenue was €843 million, down €11 million, i.e. -1.3%, compared with 2013: intra-Group invoicing (down €13 million) was partially offset by the higher billing of customers outside the Group (up €2 million). housing units at rue Cler (Paris, 7th arrondissement) and of an office complex at Issy-les-Moulineaux. Other real estate programmes of the same nature (housing units at Lyon Croix Rousse, Toulouse Lardennes, etc.) are in progress. The decrease in internal billing is related to a decrease in property rentals invoiced to the business units (reduction of surface area used) along with a smaller increase in additional rental income (fewer post office outfitting works invoiced to the Network business unit). This change reflects the cost control efforts of the Group. Operating profit after joint control amounted to €60 million, down €71 million compared with 2013, mainly due to the decline in gains on disposals. Related to the contribution of its registered offices to La Banque Postale in 2013, the Real Estate division had generated an internal gain of €64 million (no impact within the Group). As part of expanding its business activities, Poste Immo continued to roll out development operations and external joint development to meet the business units’ diversification needs, add value to its portfolio and diminish vacancies and help generate cash and revenue for the Group in the medium term. This roll out policy resulted among other things in the delivery in the second half of 2014 of 64 Lastly, the restructuring work at Musée de la Poste, which was required to bring the location up to PMR (1) standards and to allow the Group to ensure a public service mission of valuation and preservation of the State’s collections, took an important step in the first half of 2014 by obtaining a building permit. 10.3.7.2 Support and Structures The Support and Structures segment includes the Support Departments (mainly IT, Vehicle Fleet Management and Supplies) that re-invoice the Group’s other segments for costs incurred and the Group’s headquarters costs. Change vs pro forma 31/12/2014 31/12/2013 pro forma (€m) (in %) 825 825 +0 +0.0% Operating expenses (980) (1,020) +40 -3.9% OPERATING PROFIT (154) (194) +40 -20.5% (€ million) Operating revenue 2014 operating revenue was €8 25 million in 2014 and included: f €782 million for intercompany revenue resulting from invoicing for services provided to other segments by Support and the “billing” service centres of the Head Office. Unit prices are established prior to commencing work in a service agreement and amounts charged are based on actual volumes; Invoicing remained stable. The significant decline in customer demand specifically for IT services (down €18 million) was partly offset by new invoicing by headquarters and the Institute of Management in particular. Operating expenses dropped 3.9% and reflect primarily the cost reduction efforts of headquarters and structures. f €43 million in Group headquarters costs paid by subsidiaries (management fees). (1) In line with the standards for accessibility to persons with reduced mobility. Registration document 2014 LE GROUPE LA POSTE 177 10 Review of the financial position and results Other key aggregates of the income statement 10.3.7.3 Unallocated expenses 31/12/2014 (€ million) Net cost of regional postal presence (600) Other operating expenses OPERATING PROFIT The Unallocated segment includes the cost of the Universal Postal Service accessibility mission, the cost of the regional planning mission, the corresponding local tax allowance and, lastly, the transitional costs associated with retirement schemes that are considered transverse to the Group and which are therefore not allocated to the business units. 31/12/2013 pro forma (618) Change vs pro forma (€m) (in %) +18 -2.8% (93) (101) +8 -7.7% (694) (719) +25 +3.5% The €25 million savings recorded corresponds for the most part to the positive effect of the decline in the La Poste Network’s operating charges on the measurement of the cost of local postal coverage. 10.4 Other key aggregates of the income statement 10.4.1 Financial profit/(loss) 31/12/2014 (€ million) Net interest expense Change in “fair value” including debt credit spread Cost of net financial debt Other financial items FINANCIAL PROFIT/(LOSS) Financial profit/(loss) improved by €2 4 million in 2014 compared with 2013, to reach -€198 million. Net debt interest expense was down €20 million compared with 2013. The repayment of the €726 million bond issue in November 2013, which was partially offset by an issue of €250 million in November 2013, as well as the repayment in July 2014 of the CHF 250 million bond, allowed La Poste to record a decrease in the estimated average cost of debt over four years (3.04%). The continued decline of euro rates has just reinforced this downward trend in interest expenses. 178 Registration document 2014 LE GROUPE LA POSTE 31/12/2013 pro forma Change vs pro forma (€m) (in %) (153) (173) +20 -11.6% (4) (24) +20 -83.5% (157) (197) +40 -20.3% (41) (25) -16 +63.9% (198) (222) +24 -10.9% The change in fair value of the debt and derivatives, corresponding to an expense of €4 mill ion for 2014, generated a favourable spread of €20 million compared with 2013. The change in fair value of derivatives was +€20 million, whereas tightening La Poste’s spread led to a €24 million expense. Other financial items (€41 million in 2014), up €16 million compared with 2013, correspond for the most part to accretion expenses on social debt (€44 million in 2014, up €7 million compared with 2013). 10 Review of the financial position and results Other key aggregates of the income statement 10.4.2 Net profit Group share Change vs pro forma 31/12/2014 31/12/2013 pro forma (€m) (in %) 22,163 21,715 +449 +2.1% (21,462) (20,949) -513 +2.4% 701 766 -65 -8.4% 18 12 +5 +43.2% 719 778 -59 -7.6% (198) (222) +24 -10.9% (€ million) Operating revenue Operating expenses Operating profit Share of net profit/(loss) from companies under joint control Operating profit after share of net profit from companies under joint control Financial profit/(loss) Profit before tax Income tax Share in profits of other equity associates 521 556 -35 -6.3% (182) (125) -56 +45.1% 200 215 -15 -7.1% CONSOLIDATED NET PROFIT/(LOSS) 539 646 -107 -16.5% Net profit Group share 513 624 -111 -17.7% 27 23 +4 +16.8% Non-controlling interests Net profit Group share fell from €6 24 million at endDecember 2013 to €513 million at end-December 2014, down €111 million, including an additional favourable effect of the CICE tax credit of €55 million. Profit before tax was down €35 million to €521 million, this decrease coming primarily from the decline in operating profit (down €59 million), which was partially offset by an improvement in financial income of €24 million. The Group’s tax expense totalled €182 millio n, up by €56 million, accounting for the change in deferred taxes: an expense of €96 million in 2014 versus income of €4 million in 2013 (see Chapter 20, Note 14.3 of the notes to the consolidated financial statements). The share of profit of other equity associates totalled €200 million in 2014, down €15 million comp ared with December 2013 and primarily includes the contribution of CNP Assurances, in which the Group holds a 20.15% stake. Registration document 2014 LE GROUPE LA POSTE 179 10 Review of the financial position and results Debt and financial strength 10.5 Debt and financial strength The tables below are set out so as to present both the banking activities and the industrial and commercial activities within the same group while providing a more economic view of their respective contribution to Group cash flow. Thus, Group net debt does not directly take into account La Banque Postale, for which this concept is not relevant. Group net debt therefore changes based mainly on the following: As the Group parent company, La Poste provides funding for industrial and commercial activities and equity for La Banque Postale. La Banque Postale, although fully consolidated, is assessed through the dividends it distributes to its parent company, which are treated as Group cash flows after minimum regulatory equity requirements have been met. to generate surplus free cash flows (EBITDA, changes in working capital, capital expenditure and potential external growth); f the ability of the industrial and commercial activities f the dividends paid by La Banque Postale to La Poste (including coupons of the AT1 hybrid securities) or from equity associates and vice versa the capital increases, if any, in those entities; f tax charge applying to the tax consolidation group set up between La Poste and its subsidiaries; f la Poste’s cost of capital employed, based on interest paid on net debt and dividends paid out to its shareholders. 10.5.1 Changes in net debt 10.5.1.1 Cash flows from operating activities Cash flows from operating activities were up €12 million compared with December 2013, after taking into account a favourable impact from the CICE tax credit of €61 million on the amount of tax paid in 2014 for 2013: 31/12/2013 pro forma (€m) (in %) EBITDA (excluding La Banque Postale) 944 790 +153 +19.4% Dividends received from LBP and equity associates 340 267 +72 +27.1% (€ million) Change in working capital (174) 133 -307 n.s. CICE for the year (346) (253) -93 +36.7% 244 100 +143 n.s. Taxes paid CICE credited against taxes Other cash flows from operating activities CASH FLOWS FROM OPERATING ACTIVITIES n.s.: not significant. 180 Change vs pro forma 31/12/2014 Registration document 2014 LE GROUPE LA POSTE 61 0 +61 n.s. (38) (20) -18 +87.9% 1,030 1,018 +12 +1.2% 10 Review of the financial position and results Debt and financial strength EBITDA excluding Banking improved by €153 million at end 2014, including the €93 million increase in the Tax Credit for Competitiveness and Employment (CICE) resulting from the transition from a 4% rate to a 6% rate (1). The CICE tax credit is included in EBITDA as a deduction from personnel expenses. In addition to this positive effect of the CICE, it is worth noting the €39 million increase in EBITDA for GeoPost. Government receivables related to the CICE tax credit reached at end-December 2014 a net amount of €538 milli on including €253 millio n generated in 2013 and €346 million generated in 2014, partially offset by €61 million c harged to tax in 2014. These receivables are monitored separately from the working capital requirements. Dividends received from La Banque Postale and its equity associates grew €72 million primarily due to the coupons received by La Banque Postale as interest payment for the AT1 hybrid securities. These securities were fully subscribed with La Poste parent company in an equity capital increase transaction conducted at end 2013. The negative variance in WCR (-€307 million) was generated largely by cash held at the post offices which had a positive effect of €108 million in financial year 2013 and a negative impact of €21 million on the change in the 2014 WCR. Cash held at the post offices was brought to La Banque Postale for the amount of €633 million as part of a capital increase in the form of a contribution in kind, that took place on 18 November 2014,. Excluding it, the change in WCR generates a negative variance of -€178 million compared with 2013 attributable for up to €50 million to the delayed payment in early 2015 by the Government of a portion of the compensation for the press. Taxes led to an additional positive effect of €143 million on the Group’s net debt (2) in 2014, due, among other things, to the allocation of the deficit from non-banking activities on tax paid by La Banque Postale to its parent company under the tax consolidation mechanism. 10.5.1.2 Cash flow from non-Banking investing activities Net non-banking investment outflows amounted to €880 million as at end-December 2014, or €668 million less compared to December 2013. 31/12/2014 (€ million) Purchase of intangible assets and property, plant and equipment Purchases of financial assets Asset disposals Acquisition of subsidiaries less cash acquired Disposal of subsidiaries, less any disposals of cash CASH FLOWS FROM NON-BANKING INVESTING ACTIVITIES 31/12/2013 pro forma Change vs pro forma (€m) (in %) (844) (829) -15 +1.8% (16) (821) +805 -98.1% 136 151 -15 -9.8% (152) (50) -102 n.s. (5) 0 -5 n.s. (880) (1,548) +668 -43.2% n.s.: not significant. Purchase of intangible assets and P, P & E Purchases of property, plant and equipment increased moderately compared with 2013 (+€15 million). The Group’s cost control efforts, the Real Estate division’s reduction in investments (€35 million) and a targeted investment policy for the Network and in the Support segment offset a major portion of the €71 million increase in investments to support GeoPost’s rapid growth and the Services-MailParcels business unit’s €11 million growth. (1) The impact of the CICE tax credit (including provisions) in the Group’s 2014 operating income was €352 million. It was up €55 million compared with 2013, including +€93 million for compensation, recognised in the EBITDA excluding Banking and -€39 million for HR provisions. (2) Group net debt does not take into account La Banque Postale, for which this concept is not relevant. Registration document 2014 LE GROUPE LA POSTE 181 10 Review of the financial position and results Debt and financial strength Purchases of intangible assets and property, plant and equipment broken down by business unit are shown below: Change vs pro forma 31/12/2014 31/12/2013 pro forma (€m) (in %) Services-Mail-Parcels (196) (184) -11 +6.1% GeoPost (226) (155) -71 +46.2% (€ million) La Poste Network (17) (31) +13 -43.3% (213) (249) +35 -14.2% Digital Services (37) (27) -11 +40.5% Support & Other (154) (184) +30 -16.3% Purchases of intangible assets and property, plant and equipment (outflows) (844) (829) -15 +1.8% 25 6 +19 n.s. (819) (824) +4 -0.5% Real estate Change in payables to suppliers of non-current assets INVESTMENTS EXCLUDING BANKING n.s.: not significant More specifically, the €15 million decline in purchases of intangible assets and property, plant and equipment is broken down as follows: f the Services-Mail-Parcels business unit: up €11 million to €196 million with: − parent company mail: €145 million, up €28 million. 2014 acquisitions are primarily dedicated to the IT systems, the increase originating mainly from the purchase of licences and software royalties, − parcels: €25 million, down €15 million in relation to ongoing work on synergies within the Services-MailParcels business unit, − Mail subsidiaries: down €2 million compared with 2014; f GeoPost: €226 million, up €71 million including €28 million in the United Kingdom (Birmingham h ub), €12 million in Germany (warehouses in Unna, Aschaffenbourg, Nuremberg and Ludwigsbourg), €12 million for Exapaq (notably the Tours hub) and €6 million in Benelux (including the de Veenandal hub). These investments are intended primarily to support GeoPost’s strong operating growth; f Network: strong decline of €13 million involving for the most part the IT system and the slowdown in installation of new furnishing in the post offices as part of the Group’s expense control objectives; f Real estate: decline of €35 million, including -€44 million in investments made on behalf of the business units, -€9 million involving primarily the IT systems of the Real Estate segment and partially offset by an increase of €17 million related to the valuation of assets (Musée de La Poste, Bonneuil platform and Louvre site); f Support and other: decline of €30 million including a decline of €24 million for the acquisition of vehicles (cost control effort). Purchases of intangible assets and property, plant and equipment broken down by business unit are presented including the changes in fixed asset suppliers and correspond to a cash outflow. Finance leases are not taken into account in this table, in accordance with IAS 7. Purchases of financial assets Purchases of financial assets (guarantee deposits and investments) do not include Cash investments of more than three months, respectively €563 million as at the end of December 2014 and €655 million as at the end of December 2013, considered primarily as backing for bonds, and fall under the Group’s day-to-day cash management policy. They are presented as a deduction from net debt (1). (1) Group net debt does not take into account La Banque Postale, for which this concept is not relevant. 182 Registration document 2014 LE GROUPE LA POSTE 10 Review of the financial position and results Debt and financial strength The purchases of financial assets made in 2014 were overall immaterial. They were €805 million less than in the previous year, 2013 having been impacted by the subscription by La Poste parent company of €800 million in hybrid securities (AT1) as part of a transaction intended to increase La Banque Postale’s equity. Acquisitions and external growth Acquisitions in 2014, less deductions of cash and cash equivalents acquired, amounted to €152 million. They were mainly made by GeoPost, which acquired Siodemka, took over Worldnet and purchased the SEUR Asturies franchise. Additionally, La Banque Postale acquired Sofiap (see Section 10.1.5.3.1). This acquisition, however, was not included in this aggregate, since La Banque Postale’s cash flows are assessed by its distribution capacity, as explained above. Asset disposals Asset disposals, amounting to €136 million, were €15 million less than in 2013. Asset disposals include, in particular, sales of Group vehicles and disposals of buildings from La Poste’s real estate portfolio. 10.5.1.3 Change in net debt The Group’s net debt ro se by €200 million compared with the 2013 pro forma debt, from €3,805 million to €4,005 million. In addition to a positive free cash flow of €150 million, up €681 million compared with 2013 (in 2013 the Group had subscribed hybrid securities issued by La Banque Postale in the amount of €800 million), the Group paid in 2014, €174 million in dividends to the shareholders from the 2013 results and paid €150 million in net interest, down by €21 million compared with 2013. Net free cash flow at end-December 2014 was negative at €174 million. It is €702 million higher than the 2013 net free cash flow, a year during which the Group had strengthened La Banque Postale’s equity with €800 million in the form of hybrid securities. In 2013, the Group had also received €600 million for the last tranche of the €2.7 billion capital increase, paid by its shareholders from 2011 to 2013. In the 2013-2014 period, the Group’s net debt rose overall by €537 million. Net receivables for the CICE tax credit (excluding Banking) stood in turn at €538 million at end 2014. 31/12/2014 (€ million) 31/12/2013 pro forma Change vs pro forma (€m) (in %) Cash flows from operating activities 1,030 1,018 +12 +1.2% Cash flows from investing activities (880) (1,548) +668 -43.2% 150 (531) +681 n.s. Dividends paid (174) (175) +0 -0.1% Net interest paid (150) (171) +21 -12.3% Net free cash flows (174) (876) +702 -80.1% 0 600 -600 -100.0% (13) (14) +1 -5.9% Free cash flows Capital increase Impact of changes in consolidation on gross debt Purchase of non-controlling interests (3) (9) +6 -69.7% Unrealised gains and losses relating to changes in fair value (6) (28) +22 -77.1% Increase in finance lease liabilities (7) (17) +10 -59.0% Change in accrued interest not yet due on financial instruments 1 8 -7 -90.3% Other items 4 (1) +5 n.s. (200) (337) +138 -40.9% CHANGES TO NET DEBT (a) (a): “-”: increase/“+”: decrease. n.s.: not significant. Registration document 2014 LE GROUPE LA POSTE 183 10 Review of the financial position and results Debt and financial strength 10.5.2 Change in cash and cash equivalents Le Groupe La Poste’s pro forma opening cash and cash equivalents decreased from €2,104 million to €1,389 million at end-December 2014, a €714 million decrease, primarily as a result of: f negative net free cash flows of €174 million; f use of cash and cash equivalents originating from loans of €39 million including primarily: − -€151 million for the redemption of a bond with a nominal value of CHF 250 million backed by a currency swap used to hedge the currency risk, − + €135 mill ion from the increase in outstanding commercial paper (€285 million outstanding at 2014 year-end), f change in cash management financial assets of €86 million originating primarily from +€157 million for a maturing cash investment backed by the repayment of a bond issue (PTA 2014) partially offset by €50 million in additional investments in the form of negotiable debt securities; f use of €581 million in intercompany cash flows with La Banque Postale including: − an investment of €355 million in the form of an interest-bearing account with La Banque Postale; − a €216 million decline of the debt to La Banque Postale under the overall intercompany “payables/ receivables” position. − -€16 million in lease financing; 31/12/2014 (€ million) Net free cash flows Capital increase Change in cash flows from financing activities Change vs pro forma (€m) (in %) (174) (876) +702 -80.1% 0 600 -600 -100.0% (39) (347) +308 -88.7% Change in financial assets used in cash management 86 157 -71 -45.1% Other cash flows from financing activities (8) (103) +94 -91.7% (581) 557 -1,138 n.s. 2 (13) +14 n.s. Change in cash and cash equivalents (714) (23) -691 n.s. Opening cash and cash equivalents 2,104 2,127 -23 -1.1% CLOSING CASH AND CASH EQUIVALENTS 1,389 2,104 -714 -34.0% Intercompany cash flows Other items n.s.: not significant. 184 31/12/2013 pro forma Registration document 2014 LE GROUPE LA POSTE 10 Review of the financial position and results Debt and financial strength 10.5.3 Breakdown of financial debt 10.5.3.1 Gross debt The Group’s gross debt decreased by €66 million in 2014. It is currently €7,005 million. The breakdown of the Group’s gross debt at end-December 2014 and at end-December 2013 is provided below: 31/12/2014 (€ million) Bonds Short-term Bonds 5,995 31/12/2013 pro forma Change vs pro forma (€m) (in %) 6,133 -138 -2.2% 0 207 -207 -100.0% 5,995 5,925 +69 +1.2% La Poste savings bonds 61 63 -2 -3.5% Short-term La Poste savings bonds 61 63 -2 -3.5% 0 0 +0 - Commercial paper 285 150 +135 +90.0% Short-term commercial paper 285 150 +135 +90.0% 0 0 +0 - Deposits and guarantees received 379 393 -13 -3.4% Short-term deposits and guarantees received 353 368 -14 -3.9% 26 25 +1 +4.9% 128 132 -4 -2.7% Medium- and Long-term Bonds Medium- and Long-term La Poste savings bonds Medium- and Long-term Commercial paper Medium- and Long-term deposits and guarantees received Accrued interest Accrued interest 128 132 -4 -2.7% Other 157 201 -44 -22.0% 58 103 -45 -43.9% Other Short-term Other Medium- and Long-term GROSS DEBT Short-term Gross debt Medium- and Long-term Gross debt 99 98 +1 +1.1% 7,005 7,071 -66 -0.9% 885 1,023 -138 -13.5% 6,120 6,048 +72 +1.2% − +€70 million from the change in fair value of the debt (rate and credit spread effect); La Poste’s gross bonds are made up of about 10 loans, originally with fixed rates, some of which have been switched to floating-rate bonds as part of floating rate investments, and for others, converted to fixed-rate again, according to whether interest rates were forecast to rise. f commercial paper up €135 million; The main changes in relation to gross debt in 2014 were as follows: The cost of debt came to 3.04% in 2014 (4.30% before active management). f -€32 million drop in derivative liabilities. f the fair value of bonds decreased by €138 million in 2014 and is currently at €5,995 million: − - €207 million from the redemption of a CHF 250 million bond (€150 million in net outflow of hedging instruments), Registration document 2014 LE GROUPE LA POSTE 185 10 Review of the financial position and results Debt and financial strength 10.5.3.2 Net debt 31/12/2014 (€ million) Gross debt at the end of the period 7,005 31/12/2013 pro forma Change vs pro forma (€m) (in %) 7,071 -66 -0.9% Cash and cash equivalents (1,389) (2,104) +714 -34.0% Other assets (1,610) (1,162) -448 +38.6% 4,005 +3,805 +200 +5.3% NET DEBT AT THE END OF THE PERIOD The Group’s net debt stood at €4,005 million at end 2014, up €200 million compared with 31 December 2013. f derivatives assets related to the debt (fair value of €388 million at end 2014); f security deposits paid in connection with derivatives, Other assets consist of: f investments of more than three months, a portion of which are cash investments backing future bond maturities, which amounted to €563 million at endDecember 2014; posted as assets (€25 million); f net financial position in respect of La Banque Postale (€634 million, including €300 million in term deposits and €355 million in interest-bearing accounts and net debt to La Banque Postale under “payables/receivables” of €25 million). 10.5.4 Equity and financial structure 31/12/2014 (€ million) Opening consolidated equity Group share Capital increase Net profit Group share Dividend payments Unrealised gains and losses on financial instruments Translation adjustments Actuarial differences Other items Equity Group share Non-controlling interests CONSOLIDATED EQUITY (CLOSING) 31/12/2013 pro forma LE GROUPE LA POSTE (in %) 7,470 +1,145 +15.3% 0 600 -600 -100.0% 513 624 -111 -17.7% (171) (171) +0 -0.0% 276 32 +244 n.s. 28 (75) +104 n.s. (118) (79) -39 +49.0% -55 215 -270 n.s. 9,088 8,615 +473 +5.5% 269 235 +35 +14.8% 9,358 8,850 +508 +5.7% Equity Group Share stood at €9,088 million at end-December 2014, an increase of +€473 million. Registration document 2014 (€m) 8,615 n.s.: not significant. 186 Change vs pro forma Review of the financial position and results Debt and financial strength 10 10.5.5 Credit rating Fitch confirmed La Poste’s AA- rating and its stable outlook on 17 September 2014, then automatically revised it to A+ with stable outlook on 18 December, following France’s one-notch long-term downgrade. Standard & Poor’s also maintained in 2014 the rating and outlook of La Poste. 10.5.5.1 La Poste rating Company La Poste Agency Long-term rating Short-term rating Outlook Last revised Fitch Ratings A+ F1 Stable 18 December 2014 Standard and Poor’s A A-1 Stable 24 October 2014 Agency Long-term rating Short-term rating Outlook Last revised Fitch Ratings A F1 Negative 18 December 2014 Standard and Poor’s A A-1 Stable 24 October 2014 10.5.5.2 La Banque Postale Rating Company La Banque Postale Registration document 2014 LE GROUPE LA POSTE 187 10 Review of the financial position and results Analysis of the parent company financial statements 10.6 Analysis of the parent company financial statements La Poste’s company financial statements are prepared in accordance with French GAAP and with the provisions of the French General Chart of Accounts. 10.6.1 Operating profit Change 31/12/2014 31/12/2013 (€m) (in %) 14,415 14,625 -210 -1.4% (14,810) (15,174) +363 -2.4% (395) (549) +153 -28.0% Financial profit/(loss) 513 340 +174 +51.2% Non-recurring items (20) (21) +0 -2.3% Tax 265 314 -49 -15.6% NET PROFIT 363 84 +279 +330.3% (€ million) Operating revenue Operating expenses Operating profit La Poste’s operating income consists primarily of: f revenue from the Mail and Parcels business activities of the Services-Mail-Parcels business unit; f invoicing by La Poste Network to the Group client subsidiaries; f recharges from the shared resources unit to La Banque Postale in respect of personnel expenses for the financial centres and the banking advisory line. Operating revenue totalled €14.4 billion in 2014, down 1.4% compared with 2013, as a result primarily of the decline in mail volumes. 2014 operating expenses amounted to €14.8 billion, down €363 million (-2.4%). This change is related to the effort of organisations to adjust to the trends in their business activities, to the specific structure cost as well as to the additional positive effect of the CICE tax credit in the amount of €51 million (transition from 4% to 6%). 10.6.2 Financial profit/(loss) Change (€ million) Net expense on loans and borrowings Income from equity investments Other financial income and expenses FINANCIAL PROFIT/(LOSS) 188 Registration document 2014 LE GROUPE LA POSTE 31/12/2014 31/12/2013 (€m) (in %) 11 (62) +73 -118.5% 445 348 +97 +27.9% 57 54 +3 +6.5% 513 340 +174 +51.2% Review of the financial position and results Analysis of the parent company financial statements Net income from loans and borrowings was €11 million. The €73 million increase compared with December 2013 is due primarily to the interest paid on La Banque Postale’s hybrid securities subscribed in December 2013 by La Poste. Dividends received from subsidiaries amounted to €445 million, including €261 million from La Banque Postale, €86 million from GeoPost and €82 million from Poste Immo, up €97 million. This increase was due primarily to the improvement in Poste Immo’s net income following some substantial capital gains from disposals in 2013 (including an intercompany disposal gain from the 10 SCI Tertiaire Saint-Romain securities in the amount of €64 million). Other financial income and expenses primarily comprise interest on term investments and reversals of provisions on financial instruments. Financial profit rose from €340 million at end-December 2013 to €513 million in December 2014, a €174 million increase. 10.6.3 Net profit Pre-tax profit rose by €328 million from -€230 million to +€98 million. Tax income decreased by €314 million to €265 million in relation to the recognition of tax consolidation as income in the income statement. La Poste’s net profit was €363 million, up €279 million compared with 2013 including an additional positive effect of €51 million on the CICE tax credit. Registration document 2014 LE GROUPE LA POSTE 189 10 Review of the financial position and results Analysis of the parent company financial statements 10.6.4 Five-year summary 2014 Operating revenue Operating expenses Operating profit 2013 2012 2011 2010 14,415 14,625 14,980 15,228 15,236 (14,810) (15,174) (15,349) (15,433) (15,707) (395) (549) (369) (205) (471) Financial profit/(loss) 513 340 286 289 277 Non-recurring items (20) (21) (26) (1) 0 Tax 265 314 175 96 76 Net profit/(loss) 363 84 66 179 (117) Share capital (€) 3,800,000,000 3,800,000,000 3,400,000,000 3,400,000,000 1,000,000,000 950,000,000 950,000,000 850,000,000 850,000,000 500,000,000 Number of shares Revenue excl. tax 11,916 12,089 12,373 12,696 12,713 Profit/(loss) before tax, depreciation and reversals 497 219 273 638 593 Tax 265 314 175 96 76 Profit/(loss) before tax, depreciation and reversals 363 84 66 179 (117) Profit distributed (171) (171) (144) (136) (105) Earnings per share after tax 0.38 0.09 0.08 0.21 0.23 Net earnings per share 0.38 0.09 0.08 0.21 0.23 Dividend per share 0.18 0.18 0.17 0.16 0.21 Number of employees 212,077 218,941 221,656 226,502 236,593 Wages and salaries 6,735 6,792 6,821 6,868 7,024 Non-wage labour costs 1,557 1,546 1,528 1,374 1,322 (full-time employee equivalents per annum) 190 Registration document 2014 LE GROUPE LA POSTE Review of the financial position and results Post balance sheet events 10 10.6.5 Balance sheet Assets (€ million) Non-current assets Current assets Cash and cash equivalents TOTAL Equity and liabilities 2014 2013 (€ million) 2014 2013 12,505 11,796 Equity 5,650 5,458 2,576 2,353 2,425 3,558 17,507 17,707 10.6.5.1 Assets Non-current assets rose by €709 million including €633 million following the increase of La Banque Postale’s capital carried out on 18 November 2014 with the contribution of the cash held at post offices. The increase in current assets largely relates to a French government receivable under the CICE (tax credit for competitiveness and employment) (€565 million at 31 December 2014 compared with €285 million at 31 December 2013) and on the other hand to the press subsidy of €96 million (€46 million in 2013). Provisions 1,839 1,814 Financial debt 6,563 6,614 Current liabilities 3,455 3,821 17,507 17,707 TOTAL Cash and cash equivalents at 31 December 2014 amounted to €2,425 million, down €1,133 million including €612 million related to La Banque Postale’s capital increase. 10.6.5.2 Equity and liabilities Equity amounted to €5,650 million at 31 December 2014, an increase of €192 million compared with 2013. Contingency and loss provisions amounted to €1,727 million and financial debt stood at €6,563 million. Current liabilities amounted to €3,455 million. Change (€ million) 2014 2013 (€m) (in %) Trade payables maturing in less than 60 days 1,042 1,198 -156 -13.1% 17 3 +14 +475.9% 1,059 1,201 -142 -11.9% Trade payables maturing in over 60 days TRADE PAYABLES Since 1 December 2008, La Poste SA applies the provisions of the French Economy Modernisation Act (LME) by paying its suppliers within 60 days after the invoice issue date. Trade payables amounted to €1,059 million as at 31 December 2014, of which €671 million owing for operating expenses and €317 million in relation to foreign postal operators. 10.7 Post balance sheet events None. Registration document 2014 LE GROUPE LA POSTE 191 192 Registration document 2014 LE GROUPE LA POSTE Cash, cash equivalents and share capital 11 Registration document 2014 LE GROUPE LA POSTE 193 11 Cash, cash equivalents and share capital Information on share capital and cash flows is described in Chapter 10, Section 10.5. 194 Registration document 2014 LE GROUPE LA POSTE Outlook 12 Registration document 2014 LE GROUPE LA POSTE 195 12 Outlook Like many postal service operators, Le Groupe La Poste is also affected by the digital revolution. This is reflected in particular by the faster drop in mail volumes and the reduced customer traffic in post offices. It has an adverse impact on the Group’s economic performance in the short term. Yet the digital revolution also represents an untapped source of numerous growth opportunities for La Poste which has, consequently, begun to thoroughly rethink its business model. The action plans underpinning the new aggressive strategic plan “La Poste 2020: Conquering the Future” were launched early 2014, specifically in the areas below: f development and innovation at the service of customers; f competitiveness, by adapting operating costs to changes in business volumes and cutting down structure costs; f developing synergies between the different business units to enhance customer service; f human resources with particular attention to training and career development of employees. Since 2014, these various initiatives have allowed La Poste to contain the downtrend of the Group’s earnings and halt the deterioration of its cash flow, in spite of a sluggish economic environment in France. These efforts will be continued and intensified throughout the plan period, in accordance with the strategic roadmap and will allow the Group: f from 2015 onwards, to bolster the revenue increase to nearly 3% and to return to higher operating profits and operating margins, also driven by the mail price increase on 1 January 2015; f in 2017 or earlier, to return to steady positive cash flow, to support the Group’s long-term growth; f in 2020 to achieve operating profit of nearly €1.9 billion with average revenue growth of 2.2% over the 2014-2020 period. By business unit Below is a summary of the significant prospects for each of the Group’s business units: f the Services-Mail-Parcels business unit is continuing its Universal Postal Service mission with a high standard of quality. It plans to develop new home services by making the network of postmen the premier connected network for local services. It aims to become the privileged partner in e-commerce and a major player in urban logistics. La Poste also wants to enhance “media mail” by 196 Registration document 2014 LE GROUPE LA POSTE integrating advertising mail into a multimedia offering. La Poste intends to simplify the lives of French people by offering them useful innovations: combined mail-parcels range for documents and merchandise, parcel collection from household letterboxes, home delivery options, etc. The Services-Mail-Parcels business unit anticipates a 6% to 7% decline in mail volumes per year over the period, but aims to limit the decrease in its revenue and maintain its operating profit at €400 million until 2020 by developing parcels, adjusting its pricing within the framework defined by ARCEP, innovating and offering new services by postmen; f the GeoPost business unit plans to bolster its positioning in the express market in France and to develop its combined (“toB” and “toC”) network in Europe. To this end, GeoPost will expand its service offerings: interactive delivery, development of pick-up and dropoff points, deliveries on Saturdays in Germany, deliveries on Sundays in the UK, return solutions in Germany, development of pick-up services and a network of automated postal machines with Neopost, etc. GeoPost also plans to reproduce its European model in other key regions worldwide while seeking to connect these regions to the European continent. The GeoPost business unit , driven by an average increase in volumes of around 7% per year, forecasts an increase in its revenue to reach nearly €7 billion by 2020 at constant scope. Accelerating its development will allow GeoPost to deliver approximately €540 million in operating profit in 2020; f La Banque Postale will step up its development in all of its markets: private individuals, professionals, corporate and local authorities. By the end of the 2020 plan, it intends to deploy 1,000 advisors for high networth customers and 1,000 advisors for professional customers throughout the country. At the same time, it will continue its banking accessibility public service mission in the midst of its modernisation. La Banque Postale is currently setting up a single management structure with La Poste Network, aiming to bring banking responsibility as close to customers as possible in post offices. With a plan to invest heavily in information systems and digital, La Banque Postale will finish integrating its physical channels into a complete omni-channel environment. La Banque Postale aims to increase its NBI by 3.3% on average per annum to reach €7 billion by 2020. With this commercial development and control of costs and risks, La Banque Postale has set a target of €1.5 billion in operating profit within this time frame; Outlook 12 f the La Poste Network business unit aims to become, f the Digital Services business unit expects its revenue while carrying out its public service missions, a benchmark in services and commercial development, mainly in banking and at the service of each of the Group’s business units. The business unit will prioritise banking and serving each of the Group’s business units by rolling out new local retail outlets, particularly in urban areas: implementing new partnerships (Urban Relais Poste pick-up and drop-off outlets) and new post office layouts, including the creation of new spaces for professional customers. In rural and semi-rural areas, the Network will strengthen the pooling of its resources through innovative partnerships. to grow by 35% between 2015 and 2020 by focusing on three major pillars: the digital transformation of both the companies’ operational processes and their customer relations, simplifying the customer experience online and developing online services, including the launch of a service platform for micro-businesses and SMEs. The Network will also simplify offerings and customer pathways within its retail outlets. La Poste Mobile, which is distributed in post offices, aims to have more than two million customers by 2017, and will continue its development with innovative offerings to best suit customers’ interests; Lastly, to incorporate the digital revolution into the Group, La Poste will enable each employee to adopt the culture and working method that best suits them and offers the best support to customers. The Digital Services business unit is building its customer knowledge database in France and developing new everyday digital service platforms. As a trusted third party, La Poste will also be offering each French person a digital identity, a “laposte.net” email address and a digital safe, as part of a public utility mission. Registration document 2014 LE GROUPE LA POSTE 197 198 Registration document 2014 LE GROUPE LA POSTE Profit forecasts or estimates 13 Registration document 2014 LE GROUPE LA POSTE 199 13 Profit forecasts or estimates Not applicable. 200 Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management 14 14.1 Board of Directors 202 14.2 Executive Management 219 14.3 Absence of family ties, convictions and conflicts of interest 226 Registration document 2014 LE GROUPE LA POSTE 201 14 Administrative, management and supervisory bodies and Executive Management Board of Directors 14.1 Board of Directors 14.1.1 Composition of the Board of Directors La Poste’s Board of Directors comprises 21 members, in accordance with Act 90-568 of 2 July 1990 as amended, which relates to the organisation of La Poste and France Télécom’s public services, with Decree No. 2010-191 dated 26 February 2010 as amended, which establishes La Poste’s initial Articles of Association and includes various provisions relating to La Poste, and to Article 13 of the Company’s Articles of Association. f 12 Directors appointed by the General Meeting: upon a proposal by the French government and/or Caisse des Dépôts et Consignations: − Chairman and Chief Executive Officer, Philippe Wahl. He is appointed by the General Meeting upon a proposal by the French government and Caisse des Dépôts et Consignations, − 8 Directors appointed by the General Meeting upon a proposal by the French government: Marie-Caroline Bonnet-Galzy, Laurence Franceschini, Jean-Michel Hubert, Philippe Lemoine, Françoise Malrieu, Sophie Mantel, Christian Martin, Antoine Saintoyant, − 3 Directors appointed by the General Meeting upon a proposal by Caisse des Dépôts et Consignations: CDC, represented by Pierre-René Lemas, Odile RenaudBasso, Franck Silvent; f 2 Directors appointed by decree, representing regional authorities and users, respectively: Jacques Pélissard, Élyane Zarine; f 7 staff-elected Director s: Régis Blanchot, Florence Derouard, Bernard Dupin, Sylvie Féola, Michel Lersy, Marie-Pierre Liboutet, Michel Pesnel. The term of office for Board of Directors members is five years. Directors’ terms of office will expire on 20 December 2015. Should a member of the Board of Directors leave his or her position for any reason, a replacement will sit only for the duration of the remaining term of office, until the entire Board is renewed. From 1 January 2014 until the filing date of this registration document, the following modifications have taken place in the composition of the Board of Directors: First name, last name Appointed by Appointment date Replacing Marie-Caroline Bonnet-Galzy Co-opted by the Board of Directors, Director representing the French government 19/06/2014 Éric Delzant Pierre-René Lemas Member of the Compensation and Governance Committee Director representing Caisse des Dépôts et Consignations 10/06/2014 Jean-Pierre Jouyet The government representative and the head of the French government economic and financial control unit at La Poste also attend Board of Directors’ meetings in a non-voting capacity. 202 Registration document 2014 LE GROUPE LA POSTE The Board of Director’s duties, procedures and work in 2014 are described in Chapter 16. Administrative, management and supervisory bodies and Executive Management Board of Directors 14 14.1.2 Profiles of the members of the Board of Directors As required by Article L. 225-102-1 of the French Commercial Code, a list of positions held by Directors in any company appears below. This information is correct to the best of the Company’s knowledge. Director appointed by the General Meeting upon a proposal of the French government and Caisse des Dépôts et Consignations Philippe WAHL Chairman of the Board of Directors Date of first term of office: 01/08/2013 Chairman and Chief Executive Officer Term of office expiry date: 20/12/2015 Date of birth: 11/03/1956 Attendance rate at 2014 Board meetings: 100% Biography – Professional experience A graduate of the Institut d’études politiques de Paris, Philippe Wahl is a former student of ENA and holds a Post-graduate Research Degree in Economics. He began his career as an auditor and maître des requêtes (Master of Requests) at the French Council of State. Special advisor to the Chairman of the COB (1986), in 1989 he joined the office of Michel Rocard, prime minister, as technical advisor for economic, financial and tax affairs. Advisor to the Chairman of Compagnie Bancaire (1991), then Deputy Chief Executive (1994), in 1997 he was appointed Head of Specialist Financial Services at Paribas. In 1999, he became Chief Operating Officer of Caisse Nationale des Caisses d’Épargne. Through this, he became Chairman of Sopassure and of the Board of Directors of Écureuil Assurances IARD, and a member of the Supervisory Boards of CDC Ixis and CNP Assurances. Appointed Chief Operating Officer of the Havas group in 2005, he became Vice-President of the Bolloré group in 2006. After having joined the Royal Bank of Scotland in 2007 as Chief Operating Officer for France, he was appointed advisor to the Global Banking and Markets Board in London and Chief Operating Officer for France, Belgium and Luxembourg in 2008, before being appointed Chairman of the Management Board of La Banque Postale and Executive Vice-President of Le Groupe La Poste in January 2011. In September 2013, Philippe Wahl became Chairman and CEO of Le Groupe La Poste, and in October, Chairman of the Supervisory Board of La Banque Postale. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f Director of La Poste Chairman of the Supervisory Board of La Banque Postale f f Permanent representative of La Poste and Director of GeoPost and Poste Immo Director of Sopassure Listed companies f Director of CNP Assurances f Chairman and Chief Executive Officer of SF2 and Sopassure Member of the Supervisory Board of Fonds de Garantie des Dépôts Chief Operating Officer of Royal Bank of Scotland PLC and of Royal Bank of Scotland NV Vice-Chairman of the Supervisory Board of Société Financière de Paiements Permanent representative of La Poste and Director of Sofipost Terms of office expired in the last five years f f f f Chairman of the Management Board of La Banque Postale Director of Société de Financement Local (SFIL) Chairman of La Banque Postale Financement Supervisory Board, of XAnge Private Equity, of La Banque Postale Gestion Privée and of La Banque Postale Asset Management Chairman of the Board of Directors of La Banque Postale Assurance Santé, La Banque Postale Prévoyance and La Banque Postale Assurances IARD f f f f Registration document 2014 LE GROUPE LA POSTE 203 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Directors appointed by the General Meeting upon a proposal by the French government Marie-Caroline BONNET-GALZY Date of first term of office: 19/06/2014 Director Term of office expiry date: 20/12/2015 Date of birth: 13/01/1958 Attendance rate at 2014 Board meetings: 100% Biography – Professional experience Marie-Caroline Bonnet-Galzy is a graduate of the École des hautes études commerciales (HEC) and former student of the École nationale d’administration (ENA). Appointed deputy inspector of social affairs in 1984, then assistant to the Head of the General inspectorate of social affairs (1986-1988), she then became assistant sales advisor to the Economic Development office of Cairo until 1990, Chief of Staff for the AP-HP Chief Operating Officer (1991-1995), then Director of the General Administration and Modernisation at the Ministry of Labour, Employment and Professional Training (1995-2000), before being appointed Head of the General Inspectorate of social affairs in 2000. Secretary general of the ministries in charge of Social Affairs from 2006 to 2008, in February 2009, she was appointed Chief of Urban Community Services of Lille. Since June 2014, Marie-Caroline Bonnet-Galzy has been the General Commissioner for Regional Equality (CGET). List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f f f f f f Director of La Poste Director of Réseau Ferré de France Director of the Agence de financement des infrastructures de transport de France Director of the Agence de service et de paiement Director of the Agence nationale pour la rénovation urbaine Director of Fonds d’amortissement des charges d’électrification (Electrification Expense Sinking Fund) Director of the Agence française des villes et territoires méditerranéens durables Public Interest Group Terms of office expired in the last five years f f 204 Director of the La Mondiale Foundation Director of the AG2R La Mondiale Foundation Registration document 2014 LE GROUPE LA POSTE f f f f Director of the Conseil national des économies régionales Director of the Centre national pour le développement du sport Director of the Institut des hautes études de développement et d’aménagement en Europe Member of the Supervisory Board of Société du Grand Paris Listed companies f None Administrative, management and supervisory bodies and Executive Management Board of Directors Laurence FRANCESCHINI 14 Date of first term of office: 24/06/2009 Director Term of office expiry date: 20/12/2015 Date of birth: 23/07/1956 Attendance rate at 2014 Board meetings: 33% Biography – Professional experience Laurence Franceschini is a graduate of the Institut d’études politiques de Paris and a former student of the École nationale d’administration. An unranked civil administrator, she worked as Head of Legal Affairs on the Conseil supérieur de l’audiovisuel (CSA), then Assistant Manager of audiovisual communications at the IT and Communications Legal Department. In April 2004, she was appointed Deputy Director at the office of the Ministry of Culture and Communications. From January 2007 to January 2010, she worked as Head of Media Development at the Prime Minister’s office and was then appointed Chief of media and cultural industries at the Ministry of Culture and Communications. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f f f f Director of La Poste Director of France Télévisions Director of Radio France Director of Foreign Audiovisual Director of Agence France-Presse Director of the Institut pour le financement du cinéma et des industries culturelles (IFCIC) f f f f f Director of the Bibliothèque nationale de France Member of the Supervisory Board of Arte France Board member of the Centre national du cinéma (CNC) Board member of the Centre national du livre Director of the Bibliothèque publique d’information Listed companies None Terms of office expired in the last five years None Jean-Michel HUBERT Director Chairman of the Quality and Sustainable Development Committee Date of birth: 18/07/1939 Date of first term of office: 20/03/2003 Term of office expiry date: 20/12/2015 Attendance rate at 2014 Board meetings: 78% Biography – Professional experience Jean-Michel Hubert is a former student of the École polytechnique and the École nationale supérieure des télécommunications. The first years of his career were spent at the National Telecommunications Studies Centre (CNET), then DINFO. He later worked for nearly 10 years as Head of Technical Services, then Head of Financial, real estate and Social Affairs at the Ministry of the Interior. In September 1986, he rejoined the City of Paris where he became Secretary-General in 1992. In January 1997, he was appointed Chairman of the Telecom Regulatory Authority (ART) for a six-year term of office. He was subsequently Vice-Chairman of the Conseil général des technologies de l’information (CGTI) as well as Deputy Ambassador for the World Summit on the Information Society. From 2003 to 2007, he was Chairman/delegate of the Conseil stratégique des technologies de l’information (Strategic Committee for Information Technologies) (CSTI). From 2006 to February 2013, he was, alongside the Prime Minister, Deputy Chairman of the Strategic Committee for Digital Issues (CSN), and he was also a member of the Supervisory Board of the future capital expenditure programme. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Registration document 2014 LE GROUPE LA POSTE 205 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Philippe LEMOINE Director Chairman of the Compensation and Governance Committee Date of birth: 03/11/1949 Date of first term of office: 26/06/2009 (after having been Director of La Poste from 2004 to 2007) Term of office expiry date: 20/12/2015 Attendance rate at 2014 Board meetings: 89% Biography – Professional experience A graduate of the Institut d’études politiques de Paris; Philippe Lemoine holds a degree in law, and successfully passed the French civil law open examinations; he also holds a postgraduate degree in economics. Philippe Lemoine started his career as a researcher. Whilst he was an engineer at the National Institute for Research in Computer Science and Control (INRIA), he also studied sociology at the School for Advanced Studies in the Social Sciences (EHESS). In 1976, he was called to the Ministry for Industry to assume responsibility for the “Computerisation of Society” project and helped draw up the Nora-Minc report. He subsequently joined the office of Norbert Segard and then Pierre Aigrain (Technology and Society report). In 1981, he was appointed government representative at CNIL (1982-1984); in 1982, he took over the “Technology, Employment, Work” programme, becoming Vice-Chairman of the National Committee at the Ministry for Research. At the end of 1984, he joined the Galeries Lafayette group. In 1998, he was named Co-Chairman of the Group’s Management Board (1998-2005). From 1995 to 2014, Philippe Lemoine was also Chairman and Chief Executive Officer of the LaSer Group and sat on the Board of Directors of GDF-Suez, BNP Paribas Personal Finance and Monoprix SA. Since 2014, he has been a qualified person at CNIL, a position that he held from 1999 to 2009. Director of the Collège de France Foundation, the Maison des sciences de L’Homme Foundation, the Adie Foundation, he was also co-Chairman of GS1, Vice-Chairman of the Medef Innovation and Research Commission, Chairman of the Internet Nouvelle Génération Foundation (FING) and Founding Chairman of Forum d’Action Modernités. In 2014, he was commissioned by the government to conduct an audit on the digital transformation of the economy. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f f f Director of La Poste Chairman of FING Director of the Collège de France Foundation Board member of the Maison des sciences de l’homme Foundation f f f Director of the Adie Foundation Chairman of Forum d’Action Modernités Co-Chairman of the Supervisory Board of GS1 France Member of the Board of CNIL Listed companies None Terms of office expired in the last five years f f 206 Chairman and CEO of LaSer Chairman of the Galeries Lafayette department stores company Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Board of Directors 14 Françoise MALRIEU Director Chairperson of the Strategy and Investment Committee Date of first term of office: 17/12/2005 Date of birth: 07/02/1946 Attendance rate at 2014 Board meetings: 100% Term of office expiry date: 20/12/2015 Biography – Professional experience A graduate of the École des hautes études commerciales (HEC) and the Financial Analysis Training Centre (CFAF), Françoise began her career at BNP in 1969, where she worked as a financial analyst. Vice-President (1974) responsible for monitoring equity investments in the BNP group’s corporate banking arm, Banexi, she was appointed Assistant Manager of the Financial Analysis Department in 1979, heading this Department in 1982. At the same time, she was elected General Secretary then Vice-President of the Société française des analystes financiers (SFAF). She continued her career in mergers & acquisitions at Lazard Frères (1987-2001), where she was appointed as a Board member, Manager, and then Managing Partner in charge of the Mergers & Acquisitions team, before joining Deutsche Bank (2001-2003) as a Chief Operating Officer in Paris and London, as Head of the Corporate Finance Team for France and a consultant banker, before moving to Aforge Finance where she was a Managing Partner until 2009. Françoise Malrieu was appointed Director (2008), then Chairman of the Board of Directors (2010) of the Société de financement de l’économie française (funding entity for the French economy - SFEF). During 2010, she was the deputy inspector of market professionals’ compensation. Since May 2013, she has been a member of the Board of Directors of Institut Français des Administrateurs (IFA). List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f Director of La Poste Chairperson of Société de Financement de l’Économie Française Board of Directors Member of the Supervisory Board of Bayard Presse SA Listed companies f f Director of Aéroports de Paris Director of GDF-Suez Terms of office expired in the last five years f Deputy inspector of market professionals’ compensation Registration document 2014 LE GROUPE LA POSTE 207 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Sophie MANTEL Director Date of first term of office: 26/09/2013 Member of the Audit Committee Term of office expiry date: 20/12/2015 Date of birth: 18/10/1965 Attendance rate at 2014 Board meetings: 44% Biography – Professional experience A graduate of the École polytechnique (1987) and ENSAE (École nationale de la statistique et de l’administration économique – 1989); Sophie Mantel is the Controller-General of Economics and Finance. She began her career in the Forecasting Department (1989-1992), before joining the Budget Department where she managed the 6C offices (pension plans, pension funds, etc.), then 2A offices (wage policy and public sector employment, etc.). She was special advisor to the Budget Director in 1999, then in 2001, she joined the organic law project team and was responsible for the implementation of France’s Framework Law on Budget Acts in terms of staff expenditure. In 2006, Sophie Mantel became Head of the Management Systems Processes and Functionalities Department in the DGME (State Modernisation Executive Management before joining the Budgetary Audit and Internal Control Mission (MACIB) where she took over Management in 2011. Since August 2013, she has been Head of the Department, assistant to the Director of Budget. List of terms of office and other positions in French and/or foreign companies Current terms of office Listed companies Non-listed companies f f f f Director of La Poste Director of La Française des Jeux Board member of PMU Director of Institut Pasteur None Terms of office expired in the last five years None Christian MARTIN Director Member of the Quality and Sustainable Development Committee Date of first term of office: 24/01/2013 Date of birth: 30/11/1955 Attendance rate at 2014 Board meetings: 67% Term of office expiry date: 20/12/2015 Biography – Professional experience A graduate of the Institut d’études politiques de Paris, Christian Martin holds an engineering degree from the École nationale des ponts et chaussées, and is a former student of the École nationale d’administration (ENA). An auditor at France’s Court of Auditors (1987-1991), from 1991-1992 Christian Martin was Deputy Director of the Office of the Ministry of Agriculture, then Board member of the Office of the Ministry in charge of Parliament Relations, government spokesperson (1992-1993). Commissioner of Audits (1991-2004), he was Mayor of Draguignan (Var) from 1995 to 2001, regional advisor and Deputy Vice-Chairman of Culture for the Provence-Alpes-Côte d’Azur region from 1998 to 2010, and Chairman of Société d’économie mixte for the Provence-Alpes-Côte d’Azur region from 1998 to 2004. He has been Senior Auditor at France’s Court of Auditors since 2004 in the fourth Chamber, responsible for the “public safety” segment. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f 208 Director of La Poste Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Board of Directors 14 Antoine SAINTOYANT Director Member of the Audit Committee Member of the Compensation and Governance Committee Member of the Strategy and Investment Committee Date of first term of office: 22/04/2013 Date of birth: 20/08/1977 Attendance rate at 2014 Board meetings: 100% Term of office expiry date: 20/12/2015 Biography – Professional experience A graduate from the Institut d’études politiques de Paris, Antoine Saintoyant was appointed Deputy Head of the General Directorate of the Treasury and Economic Policy in Bercy until he graduated from the École nationale d’administration (ENA) in 2003 (René-Cassin class). He was then an advisor (Institutions and financial services, banks, stock market, insurance) in the “Financial and Monetary Affairs” Department as the permanent representative of France at the European Union in Brussels (2007-2009), then Chief of Staff of Banking Affairs at the General Directorate of the Treasury and Economic Policy (March 2010) which later became the General Directorate of the Treasury (2009-2012). In July 2012, Antoine Saintoyant joined the French Government Shareholding Agency (Agence des participations de l’État), first as Head of the DC1 office (La Poste, Orange, Dexia), before being appointed Assistant Director of Services, Aeronautics and Defence in July 2013, then Director of Services and Finance investments in July 2014. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f Director of La Poste Director of BPI France Participations Director of BPI France Investissement Listed companies f f Board member of Orange Director of CNP Assurances Terms of office expired in the last five years f f f Director of Société de Financement Local (SFIL) Board member of ODAS Board member of SPPE f f Director of SGGP Director of NSRD Registration document 2014 LE GROUPE LA POSTE 209 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Directors appointed by the General Meeting upon a proposal of Caisse des Dépôts et Consignations CDC, represented by: Pierre-René LEMAS Director Member of the Compensation and Governance Committee Date of first term of office: 10/06/2014 Date of birth: 23/02/1951 Attendance rate at 2014 Board meetings: 20% Term of office expiry date:20/12/2015 Biography – Professional experience Pierre-René Lemas holds a master of laws degree and a post-graduate degree (DES) in public law. He is also a graduate of the Institut d’études politiques de Paris and a former student of the École nationale d’administration (ENA). After graduating from ENA, he became Sub-Prefect, Director of the Dordogne Prefect (1980), then Val-de-Marne Prefect (1981). In 1983, he was appointed technical advisor to the Office of the Ministry of the Interior and of Decentralisation. In 1986, he became Assistant Director of Political Affairs at the Ministry of French overseas departments and territories. In 1988, he was advisor to the Minister of the Interior and Director of the Office of the Secretary of State in charge of regional authorities. From 1989 to 1992, he was Chief of local authorities at the Ministry of the Interior; he then became Prefect of Aisne until 1994, then Director of the DATAR (Interministerial Delegation for Territorial Planning and Regional Attractiveness) until 1995. At the Ministry of Equipment, Transport and Tourism, he was Director of Housing and Construction (1996-1998) then Chief of Planning, Housing and Construction (1998-2000). Chief of Administration at the Ministry of the Interior from 2000 to 2003, in 2003, he was appointed Prefect of Corsica, Prefect of South Corsica, then in 2006, Prefect of the Lorraine region, Prefect of the Eastern Defence Zone and Prefect of Moselle. Pierre-René Lemas then became Director of the Official Journals, then in 2008 Chief Operating Officer of Paris Habitat-OPH, before being appointed Chief of Staff for the Senate Chairman in 2011, then in May 2012, Secretary General of the French President, before becoming Chief Operating Officer of CDC in May 2014. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f f f f Director of La Poste Chief Operating Officer of CDC Chairman of the Management Board of the Fonds de réserve pour les retraites Chairman of the Board of Directors of BPI Group Chairman of the Supervisory Board of Société Nationale Immobilière Terms of office expired in the last five years None 210 Registration document 2014 LE GROUPE LA POSTE f Member of the Supervisory Board of the European “Marguerite” Funds Chairman of the Investment Board of InfraMed Listed companies f Director of CNP Assurances Administrative, management and supervisory bodies and Executive Management Board of Directors 14 Odile RENAUD-BASSO Director Member of the Audit Committee Member of the Strategy and Investment Committee Member of the Quality and Sustainable Development Committee Member of the Compensation and Governance Committee Date of first term of office: 12/12/2013 Date of birth: 02/06/1965 Attendance rate at 2014 Board meetings: 78% Term of office expiry date: 20/12/2015 Biography – Professional experience Odile Renaud-Basso is a graduate of the Institut d’études politiques de Paris and a former student of the École nationale d’administration (ENA) (Jean-Monnet Class). After beginning her career as an auditor at France’s Court of Auditors (1990-94), she joined the Department of Treasury where she held positions pertaining to international, industrial and financial issues from 1994 to 2005. In 2005, she was appointed Director of the European Commission (DG Ecfin; Directorate general for economic and financial affairs) and continued her career in the European spheres. In early 2010, she became Chief of Staff at the office of the President of the European Council, Herman van Rompuy. In May 2012, she became Deputy Director of the office of the Prime Minister, Jean-Marc Ayrault. Since 1 September 2013, she has been Executive Vice-President of Caisse des Dépôts and Head of Savings Funds. List of terms of office and other positions in French and foreign companies Current terms of office Non-listed companies f f Director of La Poste Executive Vice-President of Caisse des Dépôts et Consignations, Head of Savings Funds and member of the Management Committees of établissement public and the CDC group f f Director of Société Nationale Immobilière Director of CDC International Capital Listed companies f Director of CNP Assurances Terms of office expired in the last five years None Registration document 2014 LE GROUPE LA POSTE 211 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Franck SILVENT Director Chairman of the Audit Committee Member of the Strategy and Investment Committee Member of the Quality and Sustainable Development Committee Date of first term of office: 22/04/2013 Date of birth: 01/08/1972 Attendance rate at 2014 Board meetings: 100% Term of office expiry date: 20/12/2015 Biography – Professional experience A graduate of the Institut d’études politiques de Paris, Franck Silvent joined the General Inspectorate of Finance in 1998 upon his graduation from the École nationale d’administration (ENA) (Valmy class). In April 2002, he was seconded as Deputy Director of strategy, finance, management control and accounting at Caisse des Dépôts et Consignations. Director of Finance, Strategy and Development and a member of the Management Board (January 2005 - March 2009), then Deputy Chief Executive of Compagnie des Alpes (March-October 2009), he then became Associate Managing Director of this group (2009-2012). In January 2013, Franck Silvent was appointed Head of strategy, sustainable development and research for Caisse des Dépôts. He headed up the development of the Group’s new strategic plan, in collaboration with the different divisions and subsidiaries. In May 2013, he became Director of the Finance, Strategy and Equity Investments division of the Caisse des Dépôts Group, responsible for managing finances, strategy, subsidiaries, equity investments and Group development. He is a member of the Group’s Steering Committees. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f f f f Director of La Poste Director of BPI France Participations Director of BPI France Investissement Board member of BPI Groupe Director of CDC International Capital Board member of Transdev Group Listed companies f f Director of CNP Assurances Director of Icade Terms of office expired in the last five years f f f f f f f f f 212 Board member of Santoline Board member of Compagnie du Mont Blanc Board member of Lafuma Board member of Société du Parc du Futuroscope Associate Managing Director of La Compagnie des Alpes Chairman of the Supervisory Board of La Compagnie des Alpes – Domaines Skiables Vice-Chairman of the Supervisory Board of Domaine Skiable de Giffre Vice-Chairman of the Supervisory Board of Domaine Skiable de Flaine Member of the Supervisory Board of Looping Holding Registration document 2014 LE GROUPE LA POSTE f f f f f f f f f f f Board member of Premier Financial Services Director of BY Grévin (formerly Swissalp SA) Director of Belpark BV Board member of Grévin et Compagnie Board member of Musée Grévin Board member of Safari Africain de Port-Saint-Père Board member of Valbus Chairman of the Board of Directors of CDCE-1 Chairman of CDA Brands Chairman of the Real Estate Company 2 Savoies Chairman of Centrale d’investissements et loisirs (CIEL) Administrative, management and supervisory bodies and Executive Management Board of Directors 14 Director appointed by decree representing regional authorities Jacques PÉLISSARD Date of first term of office: 17/12/2005 Director Term of office expiry date: 20/12/2015 Date of birth: 20/03/1946 Attendance rate at 2014 Board meetings: 33% Biography – Professional experience A former student of the Lyon Law School, and a graduate of the Institut d’études politiques de Paris (1970), Jacques Pélissard was awarded a bachelor of arts degree from the University of Lyon in 1971. From 1971 to 1974, he was a professor of economic law at the École supérieure de commerce de Lyon, and then a lawyer in Lyon, and in Lons-le-Saunier until July 1993. He has been the Mayor of Lons-le-Saunier (in the Jura Prefecture) since 1989. He has been the Chairman of ECLA (Lons Conglomeration community space) since 2000. He has been deputy of Jura since 1993 (member of the Finance Commission of the National Assembly from 1993 to June 2012 and member of the Law Commission since June 2012). On 18 November 2004, Jacques Pélissard was elected Chairman of the French Mayors’ Association (Association des Maires de France). Regularly re-elected for the last 10 years, he has been the Honorary Chairman of Honour since November 2014. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Registration document 2014 LE GROUPE LA POSTE 213 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Director appointed by decree representing users Élyane ZARINE Director Member of the Quality and Sustainable Development Committee Date of first term of office: 17/12/2005 Date of birth: 05/05/1941 Attendance rate at 2014 Board meetings: 100% Term of office expiry date: 20/12/2015 Biography – Professional experience After working in different administrative positions in film and credit sales from the age of 20, Élyane Zarine joined Air France in 1968, where she worked as a salesperson, manager, training officer, coordinator, and Head of Recruitment at the Charles-deGaulle HR Department for 30 years. In 1998, following a company audit at the Centre of Obstetric Surgery in Hauts-de-Seine, she took over the running of this clinic. From 2000 to 2003, she was Head of Administration and Human Resources at a medical analysis laboratory. From 2003 to 2011, she sat on the Boards of Directors of several social housing companies and has been the Chairperson of housing Committees. Chairperson of the Organisation générale des consommateurs (General Consumer Organisation – Orgeco) from 2008 to 23 May 2012, she was chairperson of Orgeco Paris. In October 2010, Minister Hervé Novelli appointed her as chairperson of the Commission de la médiation de la consommation (Commission of Consumption Mediation – CMC) and Board member of Credoc. List of terms of office and other positions in French and/or foreign companies Current terms of office Non-listed companies f f f f Director of La Poste Chairperson of CMC Chairperson of Orgeco Paris Director of Credoc Listed companies None Terms of office expired in the last five years f f f f 214 Director of SADIF (SA) Director of ASH Director of INC Director of CISS Registration document 2014 f f f LE GROUPE LA POSTE National chairperson of Orgeco Director of CAL of SADIF and ASH-GIE Full member of CNC Administrative, management and supervisory bodies and Executive Management Board of Directors 14 Staff-elected Directors Régis BLANCHOT Director Date of first term of office: 01/01/2009 Member of the Strategy and Investment Committee Term of office expiry date: 20/12/2015 Date of birth: 11/03/1967 Attendance rate at 2014 Board meetings: 100% Sponsored by SUD Biography – Professional experience Régis Blanchot began his career at La Poste as a Controller at the Paris financial centre in May 1987. He has been the team leader at this centre since 1995. He was a full-time employee of SUD-PTT with the status of Federal Secretary from 1999 to 2008. He returned to his position as team leader in September 2008. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Florence DEROUARD Director Date of first term of office: 20/12/2010 Member of the Quality and Sustainable Development Committee Term of office expiry date: 20/12/2015 Date of birth: 17/07/1963 Attendance rate at 2014 Board meetings: 100% Sponsored by SUD Biography – Professional experience Florence Derouard, who holds a bachelor’s degree in law, joined the PTT in Paris as a Controller in 1987. After a period in sorting, she worked behind the counter (as well as at the till and in accounting). In 2000, she was transferred to the Payroll Department in Rouen (staff pay and family allowances), before moving to Centre interdépartemental de gestion administrative de paie (the inter-departmental centre for administrative management and pay), which became the Centre of Human Resource Services in July 2011. After having been Deputy Regional Secretary of Sud-PTT from 2001 to 2008, she has been the departmental Secretary of Solidaires 76 since June 2014. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Registration document 2014 LE GROUPE LA POSTE 215 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Bernard DUPIN Director Date of first term of office: 20/12/2010 Member of the Strategy and Investment Committee Term of office expiry date: 20/12/2015 Date of birth: 10/07/1951 Attendance rate at 2014 Board meetings: 89% Sponsored by CGT Biography – Professional experience After studying law, Bernard Dupin left the country in 1976 to teach at Collège Français in Montréal. In 1982, he was a PTT inspector at the main tax receipts office at Paris Louvre, then at the Financial Services Department in Paris and, in 1990, Montpellier Rondelet. Working as a trade unionist, he became Secretary-General of the CGT labour union’s departmental union for postal and telecom business in Hérault, then member of the Federal Bureau for international business until 2011. Elected to the European Post and Logistics segment of the UNI Global Union International Federation, which includes 157 trade unions representing 2.5 million employees around the world, Bernard Dupin, now a senior executive at La Poste, is a member of the regional Economic and Social Council of Languedoc-Roussillon. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Sylvie FEOLA Director Member of the Quality and Sustainable Development Committee Date of first term of office: 20/12/2010 Member of the Compensation and Governance Committee Term of office expiry date: 20/12/2015 Date of birth: 06/09/1961 Attendance rate at 2014 Board meetings: 100% Sponsored by CGT Biography – Professional experience After beginning her career at La Poste as a seasonal employee in 1980, Sylvie Féola has since spent her entire career at the financial centre in Marseilles. A member of the comité technique paritaire (Joint Technical Committee) of that centre from 1997 to 2010, she was elected secretary of the CGT labour union’s Bouches-du-Rhône departmental union of finance workers 13 in 1995, then Secretary General from 1997 to 2010. Represented by CGT on Committees of various social action organisations (Assogeva PACA from 1996 to 2000, CTPC PACA from 2000 to 2007, the Board of the La Couronne holiday centre from 2006 to 2009), federal manager and leader of the financial services collective of the CGT federation since 2004, she was an elected representative at the CGT labour union Bouches-du-Rhône departmental union office from 2002 to 2008, before sitting on its Executive Committee until 2010. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f 216 Director of La Poste Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Board of Directors Michel LERSY 14 Date of first term of office: 20/12/2010 Director Term of office expiry date: 20/12/2015 Member of the Audit Committee Sponsored by CGT Date of birth: 13/06/1961 Attendance rate at 2014 Board meetings: 100% Biography – Professional experience After working at La Poste as a seasonal employee, Michel Lersy passed a competitive employees’ examination, and was posted to the Paris Gare du Nord sorting centre in 1982. Three months later, he passed the AEX-SG exam, and was appointed as a postman on the Ambulants de l’Est line, before returning to Paris Nord in September 1983. He joined the Metz sorting centre in 1985, before being assigned to the Industrial Mail Platform in Lorraine. He is now a level-one technical and management staff member. An activist in the CGT since 1982, he was secretary of the union section of the Metz sorting centre from 1987 to 1990, elected Secretary General of the CGT-PTT Departmental Union of Moselle in 1994, then Regional Secretary of Lorraine in 2001; a position he held until 2010. He was also a member of the Federal Department from 2001 to 2004, then from 2008 to 2010, and a Board member then Chairman (1992-1994) of a government restaurant in Metz and FNR Regional Delegate from 1993 to 1997. Elected to the Executive Commission of the CGT labour union’s Departmental Union for Moselle until 2010, he served as Secretary there from 2004 to 2008. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Marie-Pierre LIBOUTET Director Date of first term of office: 09/05/2001 Member of the Strategy and Investment Committee Term of office expiry date: 20/12/2015 Date of birth: 05/04/1956 Attendance rate at 2014 Board meetings: 100% Sponsored by CFDT Biography – Professional experience Marie-Pierre Liboutet holds a bachelor’s degree in English. She joined La Poste as an inspector in 1979. She was a sales manager in Vesoul until 1984, and was transferred to Haute-Vienne in 1985. Within the CFDT Post Office and Telecommunications Federation, she was National Secretary for La Poste and the public sector from 1990 to 1994 and served as Secretary General from 1994 to 2001. She represented the Federation at the National Confederation Office from 1995 to 2001. At that time, she rejoined La Poste as Head of Communications for Haute-Vienne. In 2008, she became Head of Communications for the Local Operational Mail Department of Limousin. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste Registration document 2014 LE GROUPE LA POSTE 217 14 Administrative, management and supervisory bodies and Executive Management Board of Directors Michel PESNEL Director Date of first term of office: 20/12/2010 Member of the Strategy and Investment Committee Term of office expiry date: 20/12/2015 Date of birth: 03/04/1952 Attendance rate at 2014 Board meetings: 100% Sponsored by FO Biography – Professional experience After studying Philosophy, Michel Pesnel passed the examination to become a Post Office and Telecoms (PTT) inspector in 1979. He went on to work at the Institut national de gestion d’Évry, the Basse-Normandie Regional Department of La Poste, and the École nationale supérieure des postes et des télécommunications (ENSPTT) as Head of Continuing Education. He holds a master’s degree in defence and was a former auditor at IHEDN. He is also a defence advisor to the Prefecture of Basse-Normandie. A member of the Executive Committee of FO Communication since 1990, he became National Secretary in 1993, then Deputy General Secretary. He has sat on the Conseil supérieur de la fonction publique d’État and Supervisory Board of La Poste’s employee savings programme. List of terms of office and other positions in French and/or foreign companies Current terms of office Terms of office expired in the last five years Non-listed companies None f Director of La Poste 14.1.3 Government representative Pascal FAURE Government representative Date of birth: 01/02/1963 Biography – Professional experience A general Mining Engineer, graduate of the École polytechnique (X83) and the École nationale supérieure des télécommunications de Paris (88), Pascal Faure began his career in R&D for Bell Laboratories (United States, PA) then at Apple Computer (United States, CA). After returning to France, he joined the National Centre for Telecommunications Research (France Télécom/CNET) as project manager in the area of communication security and encryption. From 1992 to 1995, he worked for the Ministry of Budget on administrative IT expenditure policy. He was then appointed technical advisor responsible for budgetary, fiscal, employment and regional planning affairs for the country at the Office of the Ministry of Tourism, then for the Minister of Regional Planning, City Planning and Integration. From 1997 to 2001, Pascal Faure held the position of Director of Development, financial affairs and Assistant to the Chief Executive Officer of Institut Télécom. He was then appointed Deputy Technical Director of the Ministry of Defence. At the same time, he held the positions of Chairman of the Association of Telecommunications Engineers from 2001 to 2006. From 2007 to 2012, Pascal Faure was successively appointed Vice-Chairman of the Conseil général des technologies de l’information (CGTI), then Vice-Chairman of the Conseil général de l’industrie, de l’énergie et des technologies (CGIET), and lastly, Vice-Chairman of the Conseil général de l’économie, de l’industrie, de l’énergie et des technologies (CGEIET). Director General of Competitiveness, Industry and Services (DGCIS) since 5 December 2012, he was appointed Director General of Enterprises when the DGCIS became the Directorate General for Enterprise on 17 September 2014. 218 Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Executive Management 14 14.2 Executive Management 14.2.1 Combined offices of Chairman of the Board of Directors and Chief Executive Officer Company management is the responsibility of the Chairman of the Board of Directors, who acts as Chief Executive Officer in accordance with Article 14 of the Company’s Articles of Association. M r P h i l i p p e Wa h l w a s a p p o i n t e d C h a i r m a n a n d Chief Executive Officer of La Poste by a decree dated 26 September 2013, following the Board of Directors’ proposal to the President of France. He is appointed from among the Director s by decree, following a proposal by the Board of Directors. 14.2.2 Duties of the Chairman and Chief Executive Officer The Chairman and Chief Executive Officer organises and coordinates the work of the Board of Directors and reports to the General Meeting on that work. He oversees the proper functioning of the Company’s corporate bodies and, in particular, ensures that Directors are in a position to fulfil their duties. The Chairman and Chief Executive Officer is fully empowered to act in all circumstances on the Company’s behalf, within the corporate purpose and subject to the powers of the General Meeting and those reserved for the Board of Directors by law, La Poste’s Articles of Association, as well as the Board’s by-laws as adopted on 10 February 2011. Accordingly, he must obtain prior approval from the Board of Directors for: a) any transaction (including any material change thereto) involving acquisitions, equity investments, asset disposals (including financial, excluding day-today treasury management), capital restructuring (in particular mergers, spin-offs or asset transfers, with the exception of Le Groupe La Poste internal transactions) for a unit amount of over €30 million, this threshold including, as the case may be, the price, the net debt of the target, the amount of any purchase or subscription guarantee made by La Poste and any off-balance sheet commitments given; b) any transaction (including any material change thereto) involving a business combination, disposal or issue of equity securities or financial instruments convertible to share capital carried out by La Poste (or to which La Poste is party), for a unit amount of over €30 million, this threshold including, as the case may be, the price, the net debt of the target, the amount of any purchase or subscription guarantee made by La Poste and any off-balance sheet commitments given; any strategic partnership with average annual revenue over the time frame of its business plan of more than €30 million (including the renewal of any partnership); c) any capital expenditure or divestment transaction (including any material change thereto) not covered in the above paragraph, carried out by La Poste (or to which La Poste is party) for a unit amount of over €200 million per transaction, this threshold including, as the case may be, any given off-balance sheet commitments; d) any transaction (including any material change thereto) involving debt, cash or hedging management (excluding day-to-day management) carried out by La Poste for a unit amount of over €700 million per transaction; e) any transaction (including any material change thereto) involving the securitisation of financial or commercial assets carried out by La Poste for a unit amount of over €100 million per transaction; f) any new direction for La Poste’s business activities or a change in its purpose, or any material transaction reflecting a new direction for the business or a strategic refocusing of La Poste; g) any decision to bring legal (including arbitration), regulatory or administrative proceedings by La Poste or to enter into a settlement agreement or arbitration agreement with respect to legal, regulatory or administrative proceedings to which La Poste is party, for a unit amount of over €50 million, it being added that Registration document 2014 LE GROUPE LA POSTE 219 14 Administrative, management and supervisory bodies and Executive Management Executive Management where a number of such actions are based on the same or a related event, this threshold is assessed based on all relevant actions; h) any decision to carry out a public offering of financial instruments issued by La Poste outside programmes that were already authorised as part of the budget approval by the Board of Directors; In addition, the Chairman and Chief Executive Officer is expressly authorised to provide bonds, guarantees and endorsements binding La Poste up to an overall annual limit excluding tax set by the Board of Directors, and a maximum unit amount before VAT of €75 million. The Chairman and Chief Executive Officer is authorised to delegate these powers. i) any material change or planned material change to Le Groupe La Poste’s accounting practices. 14.2.3 Executive Committee The Executive Committee is the body for discussing strategy, consulting on all cross-functional Group issues, considering important decisions and monitoring targets and operating profit/(loss). It meets every Monday under the chairmanship of the Chairman and Chief Executive Officer. Executive Committee members are appointed by the Chairman and Chief Executive Officer. In accordance with the by-laws of La Poste’s Compensation and Governance Committee (Article 1.2), the Chairman and Chief Executive Officer informs the Compensation Committee of the appointment, compensation and planned replacement of the executives of La Poste and its main subsidiaries. Where appropriate, the Committee may pass its observations on to the Board of Directors. Membership of the Executive Committee is as follows: 220 Philippe Wahl Chairman and Chief Executive Officer Georges Lefebvre Corporate Vice-President, in charge of cross-functional policies and Group cohesion. Philippe Bajou Executive Vice-President in charge of Transformation Chief Operating Officer of La Poste Network Chairman of Poste Immo Yves Brassart Executive Vice-President Chief Financial Officer Paul-Marie Chavanne Executive Vice-President Chairman of GeoPost Nathalie Collin Executive Vice-President in charge of Digital Services and communications Marc-André Feffer Executive Vice-President, in charge of development strategy, international and legal affairs and regulations Sylvie François Executive Vice-President Head of Human Resources and Employee Relations Nicolas Routier Executive Vice-President Chief Operating Officer of the Services-Mail-Parcels business unit Jacques Savatier Executive Vice-President responsible for regional development and the corporate governance bodies Rémy Weber Executive Vice-President Chairman of the Management Board of La Banque Postale Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Executive Management 14 Philippe WAHL Chairman and Chief Executive Officer Date of birth: 11/03/1956 Biography – Professional experience A graduate of the Institut d’études politiques de Paris, Philippe Wahl is a former student of the École nationale d’administration (ENA) and holds a Post-graduate Research Degree in Economics. He began his career as an auditor and maître des requêtes (Master of Requests) at the French Council of State. Special advisor to the Chairman of the COB (1986), in 1989 he joined the office of Michel Rocard, prime minister, as technical advisor for economic, financial and tax affairs. Advisor to the Chairman of Compagnie Bancaire (1991), then Deputy Chief Executive (1994), in 1997 he was appointed Head of Specialist Financial Services at Paribas. In 1999, he became Chief Operating Officer of Caisse Nationale des Caisses d’Épargne. Through this, he became Chairman of Sopassure and of the Board of Directors of Écureuil Assurances IARD, and a member of the Supervisory Boards of CDC Ixis and CNP Assurances. Appointed Chief Operating Officer of the Havas group in 2005, he became Vice-President of the Bolloré group in 2006. After having joined the Royal Bank of Scotland in 2007 as Chief Operating Officer for France, he was appointed advisor to the Global Banking and Markets Board in London and Chief Operating Officer for France, Belgium and Luxembourg in 2008, before being appointed Chairman of the Management Board of La Banque Postale and Executive Vice-President of Le Groupe La Poste in January 2011. In September 2013, Philippe Wahl became Chairman and CEO of Le Groupe La Poste, and in October, Chairman of the Supervisory Board of La Banque Postale. Georges LEFEBVRE Corporate Vice-President, in charge of cross-functional policies and Group cohesion. Date of birth: 30/11/1952 Biography – Professional experience Georges Lefebvre holds a degree in mathematics and is a graduate of ENSPTT (École nationale supérieure des postes et des télécommunications). He joined PTT in 1970 and became Head of Personnel at La Poste du Nord regional division (19811983). He then served as Director of the Office of the Regional Director of La Poste du Nord-Pas-de-Calais (1983-1986), Departmental Director for Marne (1987-1990) responsible for handling relations with senior executives of La Poste on behalf of the Chief Operating Officer (1990-1994), and Director of Human Resources at La Poste Greater Paris regional delegation (1994-1997). In 1997, he joined the office of Christian Pierret, Secretary of State for Industry, as a technical advisor for social security, post offices and telecommunications, before becoming Director of Human Resources (1998-2001), Executive VicePresident (2001-2002) then Chief Operating Officer (2002-2010) of Le Groupe La Poste. Since La Poste’s change of status, he has been Corporate Vice-President and Director of Human Resources and Labour Relations for La Poste SA. Since September 2012, he has been Corporate Vice-President of the Group, in charge of cross-functional policies and Group cohesion. Registration document 2014 LE GROUPE LA POSTE 221 14 Administrative, management and supervisory bodies and Executive Management Executive Management Philippe BAJOU Executive Vice-President in charge of Transformation Chief Operating Officer of La Poste Network Chairman of Poste Immo Date of birth: 09/09/1958 Biography – Professional experience A graduate from the École nationale supérieure des PTT. in 1989, Philippe Bajou began his career at Le Groupe La Poste in 1982. Special advisor at the Ministry of P.T.T. with the Director of Common Affairs from 1989 to 1990, he then held various positions within the Finance Department of La Poste, then was appointed Director of Financial Affairs and Equity Investments at La Poste in 1995. He was responsible for the CCP fund management project in November 1998, which resulted in the formation of Efiposte in March 2000, where he became Chief Operating Officer. Philippe Bajou was a member of La Banque Postale’s Management Board since its creation on 1 January 2006 until the end of 2012. On 19 December, 2012, he became Group Executive Vice-President, Chief Operating Officer of La Poste Network, a position which he will hold until 1 June 2015. On 19 February 2015, he was appointed Chairman of Poste Immo and then Executive Vice-President in charge of Transformation on 24 February 2015. Yves BRASSART Executive Vice-President Chief Financial Officer Date of birth: 25/08/1960 Biography – Professional experience Yves Brassart is a former student of ENSPTT, a graduate of the EDHEC (1981) and of the Institut d’études politiques de Paris. He also holds a post-graduate degree in accounting (DECS). Working for La Poste since 1987, he held the positions of Director of Mail Sales/Marketing at the head office (1987-1993) and Chief Financial Officer for Western France (1993-1999). In 1999, he became Chief Financial Officer of La Poste Financial Services before also becoming Chief Financial Officer of the post office Network from 2001 to 2003. In 2004, he helped create La Banque Postale, where he became Chief Financial Officer and member of the Executive Committee on 1 January 2006. In 2011, he was appointed Head of Finance and Strategy of La Banque Postale, member of the Operational Committee, then member of the Management Board in 2013. On 7 April 2014, he became Executive Vice-President, Chief Financial Officer of Le Groupe La Poste. As such, he also became a member of the Executive Committee. Paul-Marie CHAVANNE Executive Vice-President Chairman of GeoPost Date of birth: 28/06/1951 Biography – Professional experience Paul-Marie Chavanne is a graduate of the École centrale des arts et manufactures de Paris, he is a former student of ENA and an Inspector of Finance. After starting out at the General Inspectorate of Finance (1978-1982) and then the Treasury Department (1982-1989), he became Head of Strategy and Development at Soparges (1989-1992), then Executive VicePresident of Automobiles Citroën (1992-1997), before joining Strafor Facom as Chief Operating Officer (1997-1998) and subsequently Chairman and Chief Executive Officer (1998). After chairing the Management Board of Auto Distribution, he became Head of Parcels (in 2001), Chairman of GeoPost (in 2001) and at the same time executive officer (2002-2010) then Executive Vice-President (2010) of Le Groupe La Poste. 222 Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Executive Management 14 Nathalie COLLIN Executive Vice-President in charge of Digital Services and Communications Date of birth: 26/09/1964 Biography – Professional experience A graduate from the École supérieure des sciences économiques et commerciales (ESSEC) and recipient of a master’s degree in corporate and tax law, Nathalie Collin began her career in 1987 as a consultant at the Arthur Andersen firm before joining the Cité mondiale des vins et spiritueux as Chief Financial Officer in 1990. In 1993, Nathalie Collin became the Chief Financial Officer of Europe for Interleaf in London. In 1997, she joined Virgin Musique France as Chief Financial and Administration Officer before becoming Chief Operating Officer in 1999. In 2002, she orchestrated the merger between Virgin Musique and its parent company, EMI Music France, and successively held the positions of Chief Operating Officer (2002-2007) and Chairperson (2007-2009) in the new group. In 2009, she left the music production industry for the press industry and became Chairperson of the Management Board of Libération before joining the Nouvel Observateur group as Chief Operating Officer and Chairperson of the Management Board in 2011. Chairperson of SEPM and AIPG, she led negotiations with Google on behalf of the profession, which led to the creation of the Digital Innovation Press Fund, a fund which she created and of which she became its first Chairperson. On 28 April 2014, she was appointed Executive Vice-President and member of the Executive Committee in charge of Communications for Le Groupe La Poste. On 9 February 2015, she became Executive Vice-President in charge of Digital Services and Communications. Marc-André FEFFER Executive Vice-President, in charge of development strategy, international and legal affairs and regulations Date of birth: 22/12/1949 Biography – Professional experience Marc-André Feffer holds a master’s degree in public law, is a graduate of the Institut d’études politiques de Paris and is a former student of ENA. He has been maître des requêtes (Master of Requests) at the Council of State, Secretary General of the Electoral Council (1979-1981), advisor to the office of Gaston Thorn, Chairman of the European Commission (19811984), Chief Operating Officer of the Centre Mondial Informatique (1984-1985), and Head of the Legal and IT Department at the offices of the Prime Minister (1985-1988). He then joined the Canal+ Group, working as Secretary General (1988), executive officer (1994), Corporate Vice-President of the Group (1995-2000), and Vice-Chairman of the Management Board and General Counsel (2001-2003). At La Poste since 2004, he has been responsible for strategy and innovation, international development and legal, real estate and regulatory affairs, and has been Vice-Chairman of the Supervisory Board of Efiposte since 2005, which is now part of La Banque Postale – Chairman of XAnge Capital, and Group Executive Vice-President. Registration document 2014 LE GROUPE LA POSTE 223 14 Administrative, management and supervisory bodies and Executive Management Executive Management Sylvie FRANÇOIS Executive Vice-President Head of Human Resources and Employee Relations Date of birth: 11/05/1954 Biography – Professional experience Sylvie François is a graduate of the Institut d’études politiques de Paris and holds a bachelor’s degree in law and a DEA in labour law. Upon her graduation from ENA, in 1980, she was appointed office manager at the Délégation à l’emploi (Delegation for Employment) within the Ministry of Labour. Then she alternated positions in the Ministerial office and positions of responsibility in the administration until 1997: technical advisor to the Minister of Social Affairs and Health in 1983, Director of the Office of Secretaries of State for technical education from 1985 to 1986, and from 1988 to 1989, technical advisor in charge of public service resurgence for the Prime Minister, and between 1989 and 1992, Deputy Director of training at the Ministry of Higher Education and Research. In 1997, she joined the Crédit Commercial de France as Director of Human Resources. She held this position until February 2008, when she became the Director of Human Resources and Financial Services for La Banque Postale. In September 2012, she was appointed Executive Vice-President of Le Groupe La Poste, Head of Human Resources and Employee Relations. Nicolas ROUTIER Executive Vice-President Chief Operating Officer of the Services-Mail-Parcels business unit Date of birth: 07/03/1963 Biography – Professional experience Nicolas Routier is a graduate of the Institut d’études politiques de Paris, holds a bachelor’s degree in Economics from Paris-I Panthéon-Sorbonne, and is a graduate of ENSPTT. He joined La Poste’s Finance Department as Head of strategic planning (1988-1991), then Head of management control (1991-1994). From 1994 to 1997, he was Director of La Poste de l’Oise. In 1997, he joined La Poste’s Management Committee and created the Purchasing Department, which he managed until 2001. At the same time, he was Director of Management Control (1998-2001). In 2001, he became Director of Group Strategy then joined the Group’s Executive Committee. He has since become a Director of Sopassure, member of the Supervisory Board of CNP (2001-2003) and also a Director of GeoPost (since 2001). In 2002, he was appointed executive officer responsible for Group strategy and development, and Chairman of Sofipost. In 2004, he became an advisor to the Group Chairman and CEO of Mediapost until 2009. At the same time, he was Chairman of STP from 2005 to 2009 and of Neopress from 2007 to 2009. Since 2009, he has been Executive Vice-President of Le Groupe La Poste, Chief Operating Officer of Mail and Chairman of Sofipost, which includes Mediapost Communication, Docapost and Viapost; since mid-2012, he has been Vice-Chairman of the Board of Directors of Asendia (a joint venture with Swiss Post). He is also Chairman of the Professional Trade Union of Postal Operators (syndicat professionnel des opérateurs postaux). He has been Executive Vice-President of Le Groupe La Poste and Chief Operating Officer of the Services-Mail-Parcels business unit since July 2014. 224 Registration document 2014 LE GROUPE LA POSTE Administrative, management and supervisory bodies and Executive Management Executive Management 14 Jacques SAVATIER Executive Vice-President responsible for regional development and the corporate governance bodies Date of birth: 23/10/1952 Biography – Professional experience Jacques Savatier holds agricultural engineering and engineering degrees from the École des ponts, des eaux et des forêts. He began his career at the General Agronomy Inspectorate for the Central France Region (1976-1978), and then at the Inspectorate for the Poitou-Charentes Region (1978-1981). He was appointed as a Special advisor for Agriculture, Rural development, the Environment and Education to the Prefect of the Poitou-Charentes Region in 1981, before joining the Poitou-Charentes Regional Council in 1982, initially as Head of Rural Affairs, and then of Economic Affairs, Regional Planning and the Environment. He was appointed as Special advisor to the Prefect of the Poitou-Charentes Region in 1990, and was specifically responsible for a national assignment on behalf of the Datar (coastal development, and application of the Act of 1986). Between 1992 and 1993, he worked as the Regional Director for the Environment for the Poitou-Charentes Region. He was Director of Tourism at Futuroscope for the Vienne General Council between 1993 and 1997, and then became Secretary General for Regional Affairs at the Central France Prefecture (SGAR) in 1997. He was appointed as a Director and advisor to the Chairman and Chief Executive of La Poste in 2003, where he was responsible for regional consultation and coverage. He also became the Group’s Head of Sustainable Development in 2008. He has been the Director of Regional Affairs and the Public Service since 2010. On 21 January 2014, he was appointed Executive Vice-President in charge of regional development and the corporate governance bodies for the Chairman and Chief Executive Officer of Le Groupe La Poste. As such, he also become a member of the Executive Committee. He kept his management responsibilities, heading up and facilitating relations with regional authorities and elected officials. Rémy WEBER Executive Vice-President Chairman of the Management Board of La Banque Postale Date of birth: 18/11/1957 Biography – Professional experience A graduate from the Institut d’études politiques in Aix-en-Provence and from the École des hautes études commerciales (HEC), Rémy Weber began his career in 1983 as chargé d’affaires in the Operations Department of the Banque Française de Commerce Extérieur (BFCE), before becoming special advisor to the Ministry of Finance regarding international business and the Department of Treasury matters (1987-89). He then became assistant manager at BFCE (1990-1992), then joined Lyonnaise de Banque where he was Regional Director in charge of the Lyon network (1993-1994), Secretary-General (1995-1997), Director of Operations (1996-1997), Executive Vice-President (1997-1999), Chief Operating Officer (1999-2002) and finally Chairman and CEO – a position which he held until his appointment as Chairman of the La Banque Postale Management Board on 15 October 2013. Registration document 2014 LE GROUPE LA POSTE 225 14 Administrative, management and supervisory bodies and Executive Management Absence of family ties, convictions and conflicts of interest 14.3 Absence of family ties, convictions and conflicts of interest 14.3.1 Absence of family ties between members of the administrative bodies and Executive Management To La Poste’s knowledge, there are no family ties between (i) the corporate officers of La Poste or (ii) the members of the Executive Committee. 14.3.2 Absence of convictions for fraud handed down to the members of administrative bodies and Executive Management To La Poste’s knowledge, none of the (i) corporate officers of La Poste or (ii) members of the Executive Committee: f have been convicted of fraud in the last five years; f have been declared bankrupt, put into receivership or undergone liquidation in the last five years; Furthermore, to the best of La Poste’s knowledge, none of (i) the corporate officers of La Poste or (ii) the members of the Executive Committee, have been barred from acting as a member of an administrative, management or supervisory body of an issuer or from managing or conducting the business of an issuer in at least the last five years. f have been subject to incrimination or official public sanction delivered by statutory or regulatory authorities in the last five years. 14.3.3 Conflicts of interest within the administrative bodies and Executive Management To La Poste’s knowledge, and on the date this registration document was filed, there were no potential conflicts of interest at La Poste between the duties of the corporate officers and members of the Executive Committee, and their private interests or other duties. To the best of La Poste’s knowledge, there are no arrangements or agreements between shareholders, customers, suppliers or any other parties under which a member of the Board of Directors has been appointed to this position. 226 Registration document 2014 LE GROUPE LA POSTE Article 7 of the La Poste Director's Charter, appended to the Board of Directors’ internal policies and procedures, states that: “Directors commit to avoid any conflict which could exist between its material or moral interests and those of La Poste or entities within its Group. He or she shall inform the Board of Directors and its Chairman of any situation involving him or her which could conflict with the interests of La Poste or its Group, including the potential thereof or a temporary conflict, as soon as he or she becomes aware of such situation. In the event that such a situation presents itself, the Director concerned shall abstain from participating in any discussions as well as any decision pertaining to the subject in question.” Compensation and Benefits 15 15.1 Compensation of corporate officers 228 15.2 Total provisions and amounts recognised for pensions and other benefits 231 15.3 Stock purchase or subscription options and performance shares 231 Registration document 2014 LE GROUPE LA POSTE 227 15 Compensation and Benefits Compensation of corporate officers 15.1 Compensation of corporate officers 15.1.1 Total compensation of the Chairman and Chief Executive Officer 15.1.1.1 Rules for determining the compensation of the Chairman and Chief Executive Officer La Poste currently has one executive corporate officer, its Chairman and Chief Executive Officer, Philippe Wahl, who has held this position since 26 September 2013. The compensation of La Poste’s Chairman and Chief Executive Officer is subject to a ministerial decision in accordance with the Decree No. 53-707 of 9 August 1953 on national public corporations and certain organisations which have a social or economic purpose. This decree was modified by Decree No. 2012-915 dated 26 July 2012, pertaining to the French government’s control over the compensation of executive corporate officers of public companies, which institutes a system to limit the compensation of executive corporate officers of public corporations and establishments to €450,000 gross annually. Upon a proposal by La Poste’s Compensation and Appointments Committee on 8 November 2013, on 12 December 2013, the La Poste Board of Directors decided, subject to a ministerial decision, to set Philippe Wahl’s total compensation at the ceiling instituted by Decree No. 2012915 dated 26 July 2012, i.e. total annual gross compensation of €450,000. This compensation consists exclusively of a fixed component. However, on 31 July 2014, during their deliberations, the Board of Directors approved the roadmap which sets Mr Wahl’s objectives for 2014, without said objectives entitling him to variable compensation. 15.1.1.2 Compensation paid to Mr Philippe Wahl, Chairman and Chief Executive Officer, as from 26 September 2013 The table below presents a summary of all types of compensation due to the Chairman and Chief Executive Officer for 2013 and 2014. As indicated in Sections 15.1.1.3 and 15.3 respectively, the Chairman and Chief Executive Officer does not receive special compensation or Director’s fees, nor does he receive stock options or performance shares. SUMMARY OF COMPENSATION AWARDED TO THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER Philippe Wahl, Chairman and Chief Executive Officer Compensation due for the financial year (including benefits in kind) from 26/09/2013 to 31/12/2013 €452,846 €119,272 Valuation of options awarded during the financial year N/A N/A Valuation of performance shares awarded during the financial year N/A N/A Total (including benefits in kind) €452,846 €119,272 Total (excluding benefits in kind) €450,000 €118,500 Gross, in €, before tax 228 2014 Registration document 2014 LE GROUPE LA POSTE 15 Compensation and Benefits Compensation of corporate officers SUMMARY OF THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER’S COMPENSATION 2014 Philippe Wahl, Chairman and Chief Executive Officer from 26/09/2013 to 31/12/2013 Amount due Amount paid Amount due Amount paid €450,000 €450,000 €118,500 €118,500 N/A N/A N/A N/A Maximum % N/A N/A N/A N/A % awarded N/A N/A N/A N/A €52,588 €52,588 N/A N/A N/A N/A N/A N/A €502,588 €502,588 €118,500 €118,500 Fixed compensation Variable compensation Special compensation (a) (b) Directors’ fees Total (excluding benefits in kind) Benefits in kind Total €2,846 €2,846 €772 €772 €505,434 €505,434 €119,272 €119,272 Gross (in €) before tax (a) Compensation paid in N+1 for year N. (b) Deferred variable compensation paid for 2011 and 2012 (as Chairman of La Banque Postale). 15.1.1.3 Other compensation Pension plan Company car The Chairman and Chief Executive Officer of La Poste does not receive any additional supplementary pension plan. He receives the same supplementary pension plan as all of the senior executives of La Poste. A company car is made available to the Chairman and Chief Executive Officer. La Poste bears all costs related to the company car (i.e. maintenance, insurance and fuel). This benefit is accounted for as a benefit in kind. Directors’ fees The Chairman and Chief Executive Officer of La Poste does not receive Directors' fees as Chairman of the Board of Directors and a Director of La Poste. He also does not receive any Directors' fees for terms of office carried out in companies controlled by La Poste or any other form of compensation for fulfilling these terms of office. Health and personal risk insurance coverage The Chairman and Chief Executive Officer of La Poste receives health and supplementary contingency coverage applicable to all of La Poste senior executives, the premiums of which are fully paid by La Poste. EMPLOYMENT CONTRACT, SUPPLEMENTARY PENSION, TERMINATION OR JOB TRANSFER ALLOWANCE, AND COMPENSATION FOR NON-COMPETITION CLAUSES Employment contract Yes Philippe Wahl Chairman and Chief Executive Officer Supplementary pension plan No X Yes No Compensation payable due to severance or a change of position Yes X Registration document 2014 No X Compensation for a non-competition clause Yes No X LE GROUPE LA POSTE 229 15 Compensation and Benefits Compensation of corporate officers 15.1.2 Total compensation of the Directors The members of the Board of Directors receive Directors’ fees according to the following principles, adopted by the General Meeting on 27 April 2011: f the annual budget allocated to Directors’ fees represents €230,000; f this amount is divided up by the Board in the following manner, subject to approval by the relevant ministries: − €1,300 per attended Board meeting or Board Committee meeting, − €2,000 per attended meeting for the Chairman of a Board Committee. If the total amount of €230,000 approved by the General Meeting proved insufficient at the end of the period in view of the number of Board or Committee meetings, the Directors’ fees will be allocated in proportion to the Board members’ attendance at corporate governance meetings. For 2014, Directors’ fees amounted to €157,500. Directors’ fees paid to Directors In accordance with Article 22 of the French Act of 26 July 1983 pertaining to the democratisation of the public sector, and pursuant to Article 13 of the La Poste Articles of Association, the Directors appointed by decree and those representing employees carry out their term of office free of charge, and they do not receive Directors' fees. The Paid to the French government The Directors' fees of Directors appointed by the General Meeting representing Caisse des Dépôts are transferred to Caisse des Dépôts. Amounts due for 2014 Amounts due for 2013 Marie-Caroline Bonnet-Galzy €6,500 NR Laurence Franceschini €3,900 €5,200 Jean-Michel Hubert €19,100 €25,000 Philippe Lemoine €14,400 €21,000 Françoise Malrieu €23,700 €21,000 Sophie Mantel Paid to CDC Directors appointed by the General Meeting representing the French government transfer their Directors' fees to the French Treasury. €6,500 €5,200 Christian Martin €10,400 €19,500 Antoine Saintoyant €27,300 €24,700 Pierre-René Lemas €1,300 NR Odile Renaud-Basso €11,700 €1,300 Franck Silvent €26,200 €19,700 NR €5,200 Former Directors Paid to the French government Paid to CDC Emmanuel Berthier Éric Delzant €3,900 €3,900 Guillaume Gaubert NR €3,900 Olivier Bourges NR €1,300 Loraine Donnedieu de Vabres-Tranié Jean-Pierre Jouyet Sabine Schimel TOTAL (IN €) NR: not relevant for the year in question. 230 Registration document 2014 LE GROUPE LA POSTE NR €35,100 €2,600 €7,800 NR €8,500 €157,500 €208,300 Compensation and Benefits Stock purchase or subscription options and performance shares 15 15.2 Total provisions and amounts recognised for pensions and other benefits The Chairman and Chief Executive Officer, the only corporate officer, does not receive any additional supplementary pension plan, and neither do the members of the Executive Committee. 15.3 Stock purchase or subscription options and performance shares La Poste has not implemented any system for granting performance shares or stock purchase or subscription option grants for any of its employees, regardless of category. Registration document 2014 LE GROUPE LA POSTE 231 15 232 Compensation and Benefits Stock purchase or subscription options and performance shares Registration document 2014 LE GROUPE LA POSTE Operation of administrative bodies 16 16.1 Duties of the Board of Directors 234 16.2 Activity of the Board of Directors in 2014 236 16.3 Assessment of the functioning of the Board of Directors 236 16.4 Board Committees within the Board of Directors 237 16.5 Internal control 239 16.6 Compliance with the system of corporate governance in force in France 240 Registration document 2014 LE GROUPE LA POSTE 233 16 Operation of administrative bodies Duties of the Board of Directors 16.1 Duties of the Board of Directors In accordance with the laws and regulations in force and with the terms of the business contract, and as specified in its internal policies and procedures, the Board of Directors sets out La Poste’s general policies and the business direction of La Poste and its Group (including subsidiaries in which La Poste directly or indirectly has at least 50% of the share capital or voting rights). In particular, the Board of Directors determines the strategic, economic, financial and technological priorities of La Poste’s business and monitors their implementation. Any material Group transaction outside the stated strategy or that could have a material influence on the Group’s financial structure or results must be referred to the Board of Directors. It may consider any issue concerning the smooth running of the Company and deliberate and decide on any relevant matters. It carries out whatever controls and checks it deems necessary. Whilst drawing up La Poste’s annual financial statements and the consolidated financial statements, the Board of Directors reviews forecasts, the attainment of the targets set out in the business contract between the French government and La Poste, and the Group’s strategic progress. The Chairman informs the Board whether the stated targets have been met and, if necessary, presents suitable measures to reduce the actual or expected shortfall. The strategic direction of the Group and of each of its business units — and the multiannual business plan in particular — are reviewed at least once a year by the Board of Directors, which approves the business plan, the Group’s annual budget, the finance plan and its ability to distribute dividends, as well as the key goals of the Group’s financial guidance. Each quarter, the Chairman reports to the Board of Directors on his monitoring of the Group’s business activities and key operating performance indicators; twice a year he reviews a report on the Group’s first-level subsidiaries. For each of these subsidiaries, the report sets out the highlights and indicators, in particular the major acquisitions, disposals, equity investments or financial transactions that do not require the prior approval of the Board of Directors. The Board of Directors is kept regularly informed of the financial position and any material commitments; it is also kept informed of major debt and cash management transactions (excluding La Banque Postale). 234 Registration document 2014 LE GROUPE LA POSTE The following transactions must be referred to the Board of Directors for prior approval: a) any transaction (including any material change thereto) involving acquisitions, equity investments, asset disposals (including financial, excluding day-to-day treasury management and excluding day-to-day asset and liability management at La Banque Postale), capital restructuring (in particular mergers, spin-offs or asset transfers, with the exception of Le Groupe La Poste internal transactions) for a unit amount of over €30 million, this threshold including, as the case may be, the price, the net debt of the target, the amount of any purchase or subscription guarantee made by La Poste or any of its subsidiaries and any off-balance sheet commitments; b) any transaction (including any material change thereto) involving a business combination, disposal or issue of equity securities or financial instruments convertible to equity carried out by La Poste or any of its subsidiaries (or to which La Poste or any of its subsidiaries is party), for a unit amount of over €30 million, this threshold including, as the case may be, the price, the net debt of the target, the amount of any purchase or subscription guarantee made by La Poste or any of its subsidiaries and any off-balance sheet commitment; any strategic partnership with average annual revenue over the time frame of its business plan of in excess of €30 million (including the renewal of any partnership); c) any investment or divestment transaction (including any material change thereto) not covered by item b) above, carried out by La Poste or any of its subsidiaries (or to which La Poste or any of its subsidiaries is party) for a unit amount of over €200 million per transaction; this threshold including, as the case may be, any off-balance sheet commitments; d) any transaction (including any material change thereto) involving debt, cash or hedging management (excluding day-to-day management) carried out by La Poste or any of its subsidiaries (excluding La Banque Postale) for a unit amount of over €700 million per transaction; e) setting a maximum amount of borrowings for the coming year, when voting on the budget, excluding La Banque Postale; f) any transaction (including any material change thereto) involving the securitisation of financial or commercial assets carried out by La Poste or any of its subsidiaries (excluding La Banque Postale) for a unit amount of over €100 million per transaction; Operation of administrative bodies Duties of the Board of Directors 16 g) any borrowing by La Banque Postale with a material impact on the consolidated balance sheet of Le Groupe La Poste (and in particular where it involves over €1 billion), or any issue of debt or hybrid share capital by La Banque Postale qualifying as Tier 1 or Tier 2 share capital (additional equity capital) for over €500 million; The Chairman informs the Board of the internal control procedures established within the Group, significant risks exposed by the controls implemented by virtue of these procedures and risk management policies being considered or carried out. It is also asked to give prior approval to the internal control report prepared by the Chairman. h) any new direction for the business activities of La Poste or any of its subsidiaries or a change in its purpose, or any material transaction reflecting a new direction for the business or a strategic refocusing of La Poste or any of its subsidiaries; The Board of Directors ensures the fairness and accuracy of the financial statements and the quality of internal controls and of the financial information published or made available to it. i) the dividend policy of La Poste or any of its directly owned subsidiaries and any change to or development in the dividend policy; As part of its work, the Board of Directors may call upon any expert whose skills it considers necessary. The rights and duties of Board members, as set out in Articles 7 to 13 of the Act of 26 July 1983 on the democratisation of the public sector, apply to members of the Board of Directors of La Poste. In particular, and as specified in Article 7 of the Board’s policies and procedures, Board members must treat any documents or information that come to their knowledge in the course of their duties as strictly confidential. The position of a Board member representing employees is incompatible with any other position involving the representation of employee interests within La Poste or its subsidiaries. j) any decision to bring legal (including arbitration), regulatory or administrative proceedings by La Poste or any of its subsidiaries or to enter into a settlement agreement or arbitration agreement with respect to legal, regulatory or administrative proceedings to which La Poste or any of its subsidiaries is party, for a unit amount of over €50 million, it being specified that where a number of such actions are based on the same or a related event, this threshold is assessed on the basis of all relevant actions; k) setting a maximum amount for the coming year, when voting on the budget, as well as the provision by La Poste or any of its subsidiaries of guarantees and endorsements or any transaction guaranteeing the commitments of an entity that is not directly or indirectly wholly-owned by La Poste, excluding transactions by La Banque Postale with its customers or those involving customer commitments, for a unit amount of over €75 million per transaction; l) any decision to carry out a public offering of financial instruments issued by La Poste or any of its subsidiaries excluding programmes already approved as part of the budget approval by the Board of Directors; m) any material change or planned material change to Le Groupe La Poste’s accounting practices. The Director's Charter, adopted in December 2004 and included with each version of the policies and procedures that the Board of Directors has adopted since, summarises the rules of conduct with which Board members must comply. The internal policies and procedures of the Board of Directors set out the manner in which the Board may exercise these powers; amended at the Board meeting of 10 February 2011, they incorporate the policies and procedures of each of the four Board Committees (see below) and the aforementioned Director's Charter. It specifies the methods for disclosing information to Board members. Since 2008, this has mainly involved a specially developed secure electronic data room reserved for members of the Board of Directors, who are notified whenever a document becomes available. To the Company’s knowledge, no service contract which binds members of the Board of Directors to the Company or any of its subsidiaries provides for the award of benefits at the end of said contract. Registration document 2014 LE GROUPE LA POSTE 235 16 Operation of administrative bodies Activity of the Board of Directors in 2014 16.2 Activity of the Board of Directors in 2014 The Board of Directors meets as often as Company interests require, and at least six times a year. Furthermore, one third of the members of the Board of Directors may call a meeting by setting an agenda if no meeting has been held for more than two months. The Board met nine times in 2014. Board members’ average attendance at these meetings was 83%. A one-day strategy seminar was also organised in January 2014. In 2014, the Board of Directors issued opinions on the below items, in particular: f the “La Poste 2020: Conquering the Future” strategic plan and its financial business plan; f approved the annual and interim financial statements; f acquisition projects for GeoPost; f the comparison report between the compensation of men and women; f capital transactions for La Banque Postale; f the entrance of a staff-elected Director within the Compensation and Governance Committee; f the 2015 budget. The Board of Directors also reviewed the annual balance sheet, analysed the Group’s recent acquisitions, a report of La Banque Postale’s partnerships, an update on the five high-priority shared projects from the strategic plan, the business progress of first-level subsidiaries and the annual report on the management of real estate assets. f a capital increase for La Banque Postale; 16.3 Assessment of the functioning of the Board of Directors Once a year since 2006, the Board of Directors has devoted a part of its agenda to assessing its internal practices, with particular regard to its policies and procedures and to any improvements that could be made. From 2006 to 2009, this appraisal was led by Jean-Michel Hubert; the process has since been led by the Compensation and Governance Committee and its Chairman, Philippe Lemoine, who presents a summary to the Board and suggests areas of improvement. La Poste has also decided to carry out this assessment once every three years with the help of an external firm. The 2013 assessment of the functioning of the Board and its Board Committees was conducted in early 2014 via a detailed questionnaire sent to each Director who served over all or part of 2013. 70% of Directors responded (85% of the Board at the time of the assessment) by completing the 236 Registration document 2014 LE GROUPE LA POSTE document evaluating five topics: strategy, knowledge of the Group’s business activities and rapport with management, risk management and control, functioning of Board meetings, functioning of the Committees. These responses reflect the assessment of the changes encouraged following the work carried out by the Leaders Trust International firm for the 2012 assessment: organising more strategic seminars, improving information provided, etc. Other expectations expressed by the Directors were able to be met in 2014: monitoring the application of decisions made, acquisitions and partnerships through agenda items formalised, making more segment information or information relating to competition available, appointing a staff-representative Director to the Compensation and Governance Committee, etc. Operation of administrative bodies Board Committees within the Board of Directors 16 16.4 Board Committees within the Board of Directors To fulfil its duties, the Board of Directors has set up four Board Committees tasked with examining and preparing certain projects before they are presented at plenary sessions, either adding them to the agenda or mentioning them in the report on work carried out by the Chairman. The government representative and the head of the French government’s economic and financial control unit attend the meetings of each Committee. The Committees are as follows: Audit Committee (set up in 2001), Strategy and Investment Committee (set up in 2004), Quality and Sustainable Development Committee (set up in 2004 as the Customer Service Committee, later renamed in 2007) and the Compensation and Governance Committee (set up in 2010). Furthermore, an ad hoc commission meets to prepare for the Board of Directors, meetings two days before they take place. 16.4.1 Audit Committee The Audit Committee comprises: Mr Silvent, Chairman of the Committee, Mr Lersy, Ms Mantel, Ms Renaud-Basso and Mr Saintoyant. The role of the Audit Committee is to assist the Board of Directors in its areas of expertise, i.e. for La Poste, analysing the accounts, the main financial information, major risk mapping and the management policy applied to these risks and internal control procedures. With a view to preparing the work of the Board of Directors and making any useful recommendations, the Committee: f checks the relevance and consistency of the accounting standards and practices applied by La Poste and the Group in preparing the parent company and consolidated financial statements, as well as the appropriate recognition of significant financial and accounting transactions carried out or to be carried out by La Poste and the Group; studies any proposal for significant changes to these standards and practices before they are applied; f ensures the separate and consolidated financial information produced by La Poste is true and fair; verifies that internal data collection and control procedures are established and followed to guarantee this truth and fairness; f reviews La Poste’s financial disclosure policy and the main aspects of this disclosure; f carries out a prior review of accounting and financial documents to be submitted to the Board of Directors, including the annual and interim financial statements, financial statements specifically prepared for the purposes of a given transaction, management reports and their notes; f with the help of the Finance Department, establishes the procedure for choosing La Poste’s Statutory Auditors after putting out an invitation to tender and making a recommendation to the La Poste Board of Directors on the choice of said auditors; debates the involvement of the appointed Statutory Auditors and the budget allocated to their work; ensures the Statutory Auditors are independent; f periodically reviews the Statutory Auditors’ report and their recommendations; f reviews the Chairman’s report on internal control procedures; f assesses the effectiveness of internal control and risk management systems and, to this end, carries out an annual review of the mapping of all kinds of risks to which the Group is exposed through its operating activities, as well as the processes and action plans introduced to identify and control these risks; reviews the report on the work of the head office internal auditors and staff responsible for internal audit within La Poste and the Group for the previous year, and gives its opinion on the work programme for the year ahead; f carries out a periodic review of major unresolved disputes and any other issues of a financial, accounting, legal or any other nature that could generate risks or threats; f reviews the nature and scope of significant off-balance sheet commitments; f makes any recommendations to the Board of Directors on the matters above; f more generally, reports any significant issues that could require the Board’s special attention to the Board of Directors. Registration document 2014 LE GROUPE LA POSTE 237 16 Operation of administrative bodies Board Committees within the Board of Directors The Audit Committee met four times in 2014; the average attendance of Board members was 65%. During 2014, in addition to recurring subjects such as reviewing the annual and interim financial statements, risk mapping and scheduling audits, the Committee reviewed La Banque Postale’s internal control and risk control processes in particular and managed the call for bids to select Statutory Auditors. 16.4.2 Strategy and Investment Committee The Strategy and Investment Committee is made up of: Ms Malrieu, Chairperson, Mr Blanchot, Mr Dupin, Ms Liboutet, Mr Pesnel, Ms Renaud-Basso, and Mr Saintoyant and Mr Silvent. With a view to preparing the work of the Board of Directors and offering any useful opinion or recommendations, the Committee: f analyses the strategic growth drivers of La Poste and its Group in France and abroad; f studies proposed strategic agreements and monitors partnerships; f reviews the multiannual business plan; f oversees the main items of the business contract signed with the French government. The Strategy and Investment Committee met six times in 2014; the average attendance of Board members was 85%. Throughout 2014, the Committee mainly worked on the “La Poste 2020: Conquering the Future” strategic plan and its financial business plan, GeoPost acquisition projects, reviewed the Group’s recent acquisitions and subjects related to La Banque Postale (capital increase, report of its partnerships, capital transaction projects). f studies planned asset acquisitions or disposals within the Group, plans to create subsidiaries or to buy and sell equity investments for amounts exceeding €30 million; 16.4.3 Quality and Sustainable Development Committee The Quality and Sustainable Development Committee is made up of: Mr Hubert, Chairman, Ms Derouard, Mr Martin, Ms Féola, Ms Renaud-Basso, Mr Silvent and Ms Zarine. The Committee helps the Board of Directors to analyse the quality of services that La Poste provides to its customers, as well as sustainable development at La Poste. The Committee’s role is to prepare the Board of Directors’ work and make any useful recommendations on any issue concerning the quality of relations between La Poste and customers, as well as on sustainable development, especially regarding the following: f surveying customer satisfaction with La Poste; f analysing the quality of service provided to customers The Board of Directors may also ask the Committee to carry out any other work relating to quality and sustainable development; the Committee may even suggest that the Board consult it on any specific issue that it considers necessary or relevant. Following deliberation on 30 May 2013, the Board of Directors added well-being at work at La Poste and best practices to the Committee’s area of responsibility. The Quality and Sustainable Development Committee met five times in 2014; the average attendance of Board members was 63%. Throughout 2014, the Committee reviewed, in particular: f the claims process within Le Groupe La Poste; f the quality offered to La Poste Mobile customers; of La Poste; f reviewing best practices in the services provided to customers of La Poste; f the quality of service to corporate customers; f the annual reports for CSR, the Group Mediator, ethics, f reviewing best practices in terms of sustainable development and corporate social responsibility. and the workplace mediator; f well-being in the workplace; f results from the ethics climate survey. 238 Registration document 2014 LE GROUPE LA POSTE Operation of administrative bodies Internal control 16 16.4.4 Compensation and Governance Committee The Compensation and Governance Committee is composed of: Mr Lemoine, Chairman, Ms. Féola, Mr Lemas, Ms. Renaud-Basso and Mr Saintoyant. With a view to preparing the work of the Board of Directors, the Committee: f issues recommendations on the compensation of La Poste’s corporate officers; f formulates an opinion on any proposal pertaining to the general principles of the compensation policy; f gives an opinion on any planned capital increase reserved for employees or bonus share awards pursuant to Articles 32 and 33 of Act No. 90-568 of 2 July 1990 as amended, relating to the organisation of the public service provided by La Poste and France Télécom; f coordinates the annual assessment of the Board of Directors. The Chairman of the Board of Directors informs the Committee of the appointment, compensation and planned replacement of the executives of La Poste and its main subsidiaries. Where appropriate, the Committee passes on its observations to the Board of Directors. The Compensation and Governance Committee met twice in 2014; the average attendance of Board members was 70%. Throughout 2014, the Committee notably reviewed the management policy for key positions and Group potentials, the management of executive succession plans as well as the compensation and roadmap of the Chairman and Chief Executive Officer. 16.5 Internal control 16.5.1 Report of the Chairman of the Board of Directors In accordance with the provisions of Article L. 225-37 of the French Commercial Code, the Chairman of the Board of Directors must produce a report on the conditions of preparing and organising the Board’s work, and on the Company’s internal control and risk management procedures, and attach this to the Board of Directors’ management report. This report is included in appendix 1. 16.5.2 Statutory Auditors’ report prepared in accordance with the final paragraph of Article L. 225-235 of the French Commercial Code, on the report by the Chairman of the Board of Directors of La Poste, regarding internal control and risk management procedures This report is included in appendix 2. Registration document 2014 LE GROUPE LA POSTE 239 16 Operation of administrative bodies Compliance with the system of corporate governance in force in France 16.6 Compliance with the system of corporate governance in force in France La Poste has adhered to and referred to the Afep-Medef Code on corporate governance since 2011, in accordance with Article L. 225-37 of the French Commercial Code, subject to specific legal and regulatory issues applicable to it. These specific legal issues arise from La Poste’s public corporation status, and in particular, the Company falling under the purview of Law No. 83-675 of 26 July 1983 relating to the democratisation of the public sector and the legislative provisions of Law No. 90-568 of 2 July 1990 pertaining to the structure of the public service of La Poste and France Telecom. The table below lists the recommendations of the AfepMedef Code which are not applied by the Company and corresponding explanations: Number and purpose of the Afep-Medef recommendation Principles of the Code 1 The Board of Directors: Board authority 1.2 Appointment of the Executive Director and method of organisation of functions “[…] The Board of Directors […] appoints the executive corporate officers responsible for managing the Company […] and chooses the method of organisation (separating the functions of Chairman and Chief Executive Officer or uniting positions […].” 5 The Board of Directors and the General Meeting of shareholders 5.1 Appointment and dismissal of the Executive Director “The Board of Directors appoints and dismisses the Chairman, the Chief Executive Officer, the executive Vice-Presidents responsible for the management of the Company […].” 6 Composition of the Board of Directors: guiding principles 6.3 Equal representation of men and women “Each Board must consider what would be the desirable balance within its membership and that of the Committees within it, notably in the representation of women and men, nationalities and knowledge diversity [...].” 7 Employee representation 7.1 Employee shareholding The French Commercial Code provides for the appointment of one or more employee Directors, by the General Meeting of Shareholders, once employee shareholding surpasses the threshold of 3% of share capital. 8 Non-controlling shareholders “It is not desirable to increase representatives of some specific interest category or another within the Board of Directors […] because the Board of Directors would risk becoming a battleground for vested interests instead of representing all shareholders […].” 240 Registration document 2014 LE GROUPE LA POSTE Situation of the Company and comments The method of organisation for the La Poste Board of Directors was set by the Decree of 26 February 2010 supporting La Poste’s initial Articles of Association. In particular, it requires combining the positions of Chairman and Chief Executive Officer as well as appointing the Chairman and Chief Executive Officer by decree from among the Directors upon a proposal by the Board of Directors. The Chairman and Chief Executive Officer is neither appointed nor dismissed by the Board of Directors (Art. 14 of the Articles of Association). The Chairman and Chief Executive Officer is appointed by decree. The tripartite composition of the Board of Directors is set by the Law of 2 July 1990 (Art. 10 as amended by Law No. 2010-123 of 9 February 2010) and by the Decrees of 26 February, 1 April 2010 and 17 March 2011 establishing the initial Articles of Association of La Poste, the provisions of which are set out in Article 13 of the Articles of Association. Nevertheless, the La Poste Board of Directors has 42.85% women at this time. Currently, La Poste does not have employee shareholders. The law grants the option for a specific employee share ownership. This provision has not been used as of this date. The tripartite composition of the Board of Directors is set by the Law of 2 July 1990 (Art. 10 as amended by Law No. 2010-123 of 9 February 2010) and by the Decrees of 26 February, 1 April 2010 and 17 March 2011 establishing the initial Articles of Association of La Poste, the provisions of which are set out in Article 13 of the Articles of Association. Operation of administrative bodies Compliance with the system of corporate governance in force in France Number and purpose of the Afep-Medef recommendation Principles of the Code Situation of the Company and comments 9 Independent Directors 9.1 “A Director is independent when he or she maintains no relationship whatsoever with the Company, its group or its Management, which could compromise his/her freedom of judgement. Therefore, an independent Director is understood to be [...] non-executive Director [...] but also one devoid of particular bonds of interest (significant shareholder, employee, other) with them.” 14 Duration of the term of office of Directors “[…] the duration of Directors’ terms of office, which are set forth by the Articles of Association, must not exceed four years […]. Staggering the terms of office must be structured in such a way as to avoid renewals en masse and to ensure that the Director reappointment process goes smoothly. Although the law does not require it, it is essential that the Articles of Association or the internal policies and procedures set a minimum number of shares of the Company that each Director must personally hold, and which must be listed in the annual report […].” 16 Audit Committee 16.1 Membership “The members of the Audit Committee must have financial or accounting expertise. The portion of independent Directors in the Audit Committee (excluding [...] Directors representing employees, which are not recognised) must be at least two-thirds.” 17 The Committee responsible for selection or appointments 16 Since the composition of the Board of Directors is set forth by law, La Poste cannot meet the independence criteria established by the Afep-Medef Code. The duration of the terms of office of members of La Poste’s Board of Directors is provided for by law and by decree, the provisions of which are not in compliance with the Code. These provisions are set forth in Article 13 of the Articles of Association. The term of office for Directors of La Poste is set at five years. Reappointment of the Board of Directors is organised en masse, by law. The law of 1990 reserves the right of the French government and of other legal entities of public law, and employees, where applicable, to hold the share capital (see Article 7.1 above). Since the composition of the Board of Directors is set forth by law, La Poste cannot meet the independence criteria established by the Afep-Medef Code. “ The Selection or Appointment Committee plays a key role in the future of the company since it is responsible for the future composition of the management bodies. Also, each Board of Directors must build a Selection or Appointment Committee within it for Directors and executive corporate officers which could be independent of or part of the Compensation Committee.” 18 The Committee responsible for compensation 18.1 Membership The Compensation Committee […] must comprise a majority of independent Directors […]. It must be chaired by an independent Director. It is advisable that an Employee Director be a member of the Committee.” 22 The termination of the employment contract in the event of corporate term of office “When an employee becomes an executive corporate officer of the Company, it is recommended that the employment contract that ties him or her to the Company or a Company within the Group be terminated […]”. “This recommendation applies to the President, Chairman and Chief Executive Officer […].” The conditions surrounding the appointment of Directors are derogatory and set by law. The composition of La Poste’s Board is required by law and does not allow the Company to meet the recommendation to have an independent Director on this Committee. The Compensation Committee has had one employeerepresentative Director since 2014. La Poste does not have an employee corporate officer. Registration document 2014 LE GROUPE LA POSTE 241 16 Operation of administrative bodies Compliance with the system of corporate governance in force in France Number and purpose of the Afep-Medef recommendation Principles of the Code 23 Compensation of executive corporate officers 23.1 Principles for determining the compensation of executive corporate officers and the role of the Board of Directors “Determining the compensation of executive corporate officers is the Board of Directors’ responsibility [...] and is based on proposals by the Compensation Committee. When determining this compensation, the Boards and Committees must take into account the following principles: comprehensiveness […]; balance[…]; benchmark […]; consistency […]; intelligibility of the rules […]; measurement […].” Partially not applicable: the Ministry in charge of the Economy approves the compensation of La Poste’s Chairman and Chief Executive Officer: f ministerial control of the Chairman and Chief Executive Officer’s compensation (Art. 3 of Decree of 9 August 1953 as amended by the Decree of 26 July 2012) after consultation; f cap on compensation of activity (fixed and variable portion and Directors’ fees) of executive corporate officers of public corporations (Art. 3 III Decree 9 August 1953 as amended by the Decree of 26 July 2012) set at €450,000 gross. 23.2 Policy pertaining to the compensation of executive corporate officers and stock option and performance share allocation “The compensation of the Company’s executive corporate officers must be measured, balanced, fair and reinforce solidarity and motivation inside the Company. […] The executive corporate officer’s compensation is paid according to the work performed, results obtained, and also responsibility assumed. […] The general stock option and performance share allocation policy must be the subject of a discussion within the Compensation Committee and a decision of the Board of Directors, upon request. […]. The Board must monitor changes in all elements of compensation over several years with regards to the Company’s performance.” La Poste does not have a stock option or performance share allocation policy since the law entitles the French government and other public entity legal entities to hold La Poste’s share capital. 23.2.1 Obligation to hold shares There is no stock option allocation policy at La Poste, and no obligation to hold shares is planned. 23.2.2 Fixed compensation of executive corporate officers “It can be calibrated differently depending on whether the executive corporate officer continuously carried out his or her career in the Company or whether he or she was recruited externally. In principle, it should only be reviewed at relatively long intervals, e.g. every three years. […] .” Compensation of the Chairman and Chief Executive Officer is set by Decree (Art. 3 I of Decree 9 of August 1953, as amended by Decree No. 2012-915 of 26 July 2012). Items of compensation (fixed and variable portions) and the Directors’ fees allocated to the Chairman and Chief Executive Officer may not exceed a gross ceiling of €450,000 (Art. 3 III aforementioned amended decree). Allowances and benefits in kind are established by the Board of Directors. (a) The Chairman and Chief Executive Officer for La Poste. 242 Situation of the Company and comments (a) Registration document 2014 LE GROUPE LA POSTE Operation of administrative bodies Compliance with the system of corporate governance in force in France Number and purpose of the Afep-Medef recommendation Principles of the Code 16 Situation of the Company and comments 23.2.3 Variable compensation of executive corporate officers “The Board may decide to grant variable compensation to executive corporate officers annually or multiannually. This different variable compensation may be cumulative, but this accumulation must be decided on with regard to the aforementioned principles, and in particular, those pertaining to comprehensiveness and measurement […].” The Board of Directors decided not to grant variable compensation to the Chairman and Chief Executive Officer. 23.2.4 Stock options and performance shares La Poste does not have a stock option or performance share allocation policy since the law entitles the French government and other public entity legal entities to hold La Poste’s share capital. 23.2.5 Start-of-contract, severance and non-compete allowances The Chairman and Chief Executive Officer does not receive such allowances. 23.2.6 Supplementary pension plans The Chairman and Chief Executive Officer does not receive any supplementary pension plan. 24 Information on the compensation of corporate officers and stock option and performance share allocation policies 24.1 Ongoing information about the Chairman and Chief Executive Officer’s compensation “Any element of potential or acquired compensation of executive corporate officers must be made public immediately after the Board of Directors’ meeting that approved it.” Since the Chairman’s compensation is fixed by decree, it is published in the Journal Officiel. 24.3 and Guide (I) Consultation of shareholders on the individual compensation of executive corporate officers. “The Board must present the compensation of executive corporate officers to the Annual Ordinary General Meeting. This presentation pertains to the items of compensation due or granted to each executive corporate officer for the year-ended: the fixed portion; the annual variable portion, and, if applicable, the multiannual variable portion with the objectives used to determine this variable portion; special compensation; options, performance shares and any other long-term item of compensation; allowances related to starting or ending a position; supplementary pension plan; benefits of any kind. This presentation is followed by a consultative shareholder vote. […].” Presenting compensation at the General Meeting does not seem necessary as it currently stands since the Chairman’s compensation results from a ministerial decision known by shareholders. Registration document 2014 LE GROUPE LA POSTE 243 244 Registration document 2014 LE GROUPE LA POSTE 17 Employees Introduction 246 17.1 Change in Group headcount 246 17.2 A responsible employment policy 247 17.3 Professional development, training and promotion policy 248 17.4 Diversity and equal opportunity 251 17.5 Health and safety - Quality of life at work 254 17.6 Players in HR support 256 17.7 General compensation policy 257 17.8 Change management 259 17.9 Staff policy 260 17.10 Employee shareholding 264 17.11 Summary of employee information 265 Registration document 2014 LE GROUPE LA POSTE 245 17 Employees Introduction Introduction Le Groupe La Poste has chosen to grow responsibly, combining improved performance with an exemplary attitude in social, societal and environmental issues. The Group’s responsible development involves a strong social model based on offering quality jobs, equal opportunities, diversity and support for career plans. Within this context, in 2014, La Poste notably continued to roll out actions set out in the quality of life at work framework agreement signed in January 2013. In order to continue developing in this rapidly-changing environment, and to make each employee a key participant and beneficiary of the Company’s transformation, La Poste has also created the Social Pact, which is the social component of the “La Poste: 2020: Conquering the Future” strategic plan. f professional development to enlighten employees about their future, to manage and support mobility and to better support situations involving reclassification; f health and quality of life at work to build a safer environment and to be more considerate of ageing; f managerial development and transformation of the HR area (1); 2014 was also an important year in terms of social democracy, with professional elections held in December, and in terms of social dialogue, particularly with negotiations initiated in May 2014 which resulted in three majority agreements being signed on 5 February 2015. This signature demonstrates everyone’s desire to support the Company’s transformation to benefit all employees. The Social Pact includes four major focus areas: f training in order to meet the need to adapt to changes in business activities and to meet employees’ development expectations; 17.1 Change in Group headcount AVERAGE NUMBER OF EMPLOYEES (FULL-TIME EMPLOYEE EQUIVALENTS/ANNUM) Group 2014 2013 (a) 257,891 263,131 82.2% La Poste parent company (France) 17.8% French and foreign subsidiaries (a) Note: The number of employees in 2013 was restated to take into account the change in scope of consolidation following the initial application of IFRS 10 and 11 (see Chapter 20, Note 3). The impact for 2013 was 3,238 full-time equivalents/annum. (1) The Institute of Management is intended to train, develop and open up Group senior management to the outside world. 246 Registration document 2014 LE GROUPE LA POSTE 9.5% French subsidiaries 8.3% Foreign subsidiaries 17 Employees A responsible employment policy 17.2 A responsible employment policy La Poste is one of the leaders in the French job market. It follows a responsible employment policy in a difficult economic context and environment, characterised by reduced mail volumes and declining visits to post offices. Changes in headcount are solely due to natural departures and hires. La Poste’s employment policy promotes permanent contracts for employees, which accounted for 94.6% of La Poste parent company’s headcount in 2014, and is based on a dynamic recruitment policy which actively supports integrating young people into employment and encourages social inclusion. La Poste is convinced that the quality of recruitment processes, which recognise social diversity and respect equal opportunities, contributes to the Company’s responsible development. La Poste is a signatory of the Apprenticeship Charter (2005), the Charter for Diversity (2006), the National commitment to local youth employment (2008), and the Corporations and Neighbourhoods Charter (2013). La Poste gives each candidate every opportunity to succeed, choosing solely on the basis of skills, qualifications, experience and motivation, from the recruitment stage on. The Group implements an open recruitment policy that reflects the Group’s commitment to diversity. La Poste promotes diversity in its recruitment in several ways (e.g. anonymous CVs, recruitment in deprived urban areas, vocational training contracts, apprenticeship contracts, simulation-based recruitment, etc.). NUMBER OF PERMANENT CONTRACT HIRES FROM EMPLOYEES WHO PREVIOUSLY WORKED UNDER TEMPORARY CONTRACTS At year end 2014 2013 Permanent contracts 1,379 1,390 In accordance with the agreement signed with the French government, 1,000 young people with few or no qualifications, acquired new skills or known qualifications during the 2013-2014 period. La Poste intends to offer these young people permanent contracts once they satisfy the employment criteria on which they were trained under temporary contracts. Out of the total number of permanent contract recruitments in 2014: f women accounted for 47.5%; f people aged over 45 accounted for 7.6%. La Poste has hired 86 disabled people under permanent contracts, in accordance with the commitment made in the social agreement signed on 8 March 2012 to benefit people with disabilities. La Poste has a low staff turnover rate (3.11% in 2014, 3.25% in 2013 and 2.82% in 2012). LA POSTE TURNOVER RATE La Poste fulfilled its commitment to recruit 15,000 employees under permanent contract over the 20122014 period. After the 5,211 permanent contracts hires made in 2012, the Company recruited 5,298 new employees under permanent contracts in 2013 and 4,525 in 2014. At year end 2014 2013 Turnover rate 3.11% 3.25% As part of its recruiting effort, La Poste committed to integrate 3,000 people into the Company who had previously worked under temporary contracts over the 2013-2015 period. Any application from an individual who has previously held a position at La Poste is given priority, when recruiting staff under permanent contracts for the same position. Registration document 2014 LE GROUPE LA POSTE 247 17 Employees Professional development, training and promotion policy 17.3 Professional development, training and promotion policy The Social Pact, which supports the Group’s “La Poste 2020: Conquering the Future” strategic project, made professional development and training key HR management policies. Having employees participate in and benefit from La Poste’s transformation involves providing anyone who wishes the opportunity to build their own professional development plan with the Group. As a cornerstone of professional development, training addresses two challenges at once: supporting the skill development necessary to develop the Company and meet the individual needs of employees in terms of their career path. 17.3.1 Professional development La Poste promotes professional development that respects individuals and promotes diversity in professional projects, the ultimate goals being: f to respond to the employees’ career advancement goals in a diverse range of areas: projects may involve internal or geographic mobility, or a change in position, such as moving to the public sector or even creating a business; f to secure the loyalty of La Poste employees by offering more possibilities for career development; f to support the Company’s modernisation by allowing skills to be mobilised wherever and whenever they are needed; f to consolidate the introduction of skills-based HR management with progress made in training and promotion. In October 2014, La Poste organised its second annual Career Development Week, during which employees were able to discover all of the Group’s business activities and develop their career path through more than 1,100 demonstrations, conferences, meetings and workshops throughout the country and in every business unit. 17.3.1.1 Internal mobility La Poste is looking to develop career advancement opportunities within the Group. 248 Registration document 2014 LE GROUPE LA POSTE To this end, in 2014, a catalogue was rolled out, grouping together all positions performed in the Company in subsidiaries and job families in common with all of La Poste’s business activities operations. This simple and comprehensible shared reference guide will help build numerous and varied career paths at La Poste on a company-wide scale. It is going to allow the Company to develop and share workforce and skills management planning throughout all of the Company’s business units. In terms of internal mobility, La Poste allows company employees to actively participate in their career development by creating means for them to take initiative: rules regarding internal mobility, a job market accessible to all employees through Intranet or Internet, development of a mobility advisors network or career advancement advisors divided up between the Company’s different business units. A new stage was reached in 2013 with the signing of the quality of life at work agreement, including the extension of La Poste’s jobs fair to all of its French subsidiaries. In 2014, the Group reinforced each employee’s ability to actively participate in their own professional development by opening a site dedicated to professional development, which is accessible to everyone via Internet and Intranet. Lastly, La Poste continued developing cross-career paths between business units and professional fields. As a result, in 2014, 403 employees from the Services-Mail-Parcels business unit benefited from a skills enhancement scheme, by alternating between periods in the post office and periods at the training facility, which has enabled them to become counter clerks within the post office network. 17 Employees Professional development, training and promotion policy 17.3.1.2 External mobility La Poste helped 172 employees transfer to the public sector in 2014, of whom 97.9% stated that they were satisfied or very satisfied with their career path. Public sector mobility In response to employees’ requests for mobility towards one of the three public functions (French government, local government and hospitals), La Poste introduced a legal process of secondment, then transfer, of state employees. This exceptional measure common to the three public functions was introduced by Act No. 2007-148 of 2 February 2007, and then extended until 31 December 2016 by Act No. 2012-347. Within this context, La Poste and the Centre national de la fonction publique territoriale (National Centre of Territorial Public Sector — CNFPT) established a training partnership allowing employees who would like to move to the regional public sector to receive a specific training path within the CNFPT, or to individually register for training or competition preparation available in the CNFPT catalogue. Business creation La Poste leads an active policy to support entrepreneurial projects expressed by its employees, organised around five principles: initiative and voluntary service of the entrepreneurial employee, equal treatment, access to information and transparency, confidentiality of the process, and individualised support. The creation or takeover of a business activity is therefore subject to specific measures of support: a toll-free number for information, an internal network of specialised advisors, access to training and planning working hours, financial aid, post-creation follow-up and a right to return to the Company. In 2014, 132 employees with plans to start or take over a business succeeded in their plans. 17.3.2 Training 2014 2013 3.5 3.6 156,936 163,822 666,231 731,543 Training expenditure as a percentage of payroll Number of employees trained at least once (a) Number of training days (a) Number of training days provided. 17.3.2.1 Training challenges Against a backdrop of economic and social change, the La Poste’s strategic plan has high ambitions in terms of business development, quality of customer service and quality of life at work. Therefore, training is more than ever seen as an investment for the future and an indicator of economic and social performance. The ability to identify the skills needed to foresee development and meet the demands of the market and customers is an essential part of being competitive. Beyond the economic dimension, training must also meet employees’ expectations in terms of their individual recognition and professional development. In 2014, this policy resulted in a very high rate of access to training: for the second consecutive year, 8 out of 10 employees attended at least one training course. This commitment must allow each employee to obtain and maintain the skills necessary to accomplish their job and career path. Thus, Le Groupe La Poste’s 2014 training project falls under a dynamic policy in developing employees’ skills. Special priority was given to the following objectives: f supporting professional development and individual career paths; f encouraging access to training for each employee; Registration document 2014 LE GROUPE LA POSTE 249 17 Employees Professional development, training and promotion policy f developing internal career paths in relation to the Company’s skill requirements; f supporting managerial skills development and professionalising HR employees; f actively helping to integrate young people into the workplace through work studies and the employment programme for the future (“emplois d'avenir”); f helping to develop fundamental knowledge and encouraging skill development, particularly in the entry job levels. 17.3.2.2 An active part-time education policy La Poste is convinced that part-time education is an appropriate and effective way to prepare for professional life and integration into the workplace, and has been firmly committed to a policy aimed at integrating young people into the workplace by developing part-time employment (apprenticeship contracts and vocational training contracts) for a number of years. There are two aspects of La Poste’s part-time education policy: f training and integration in the workplace, giving young people the chance to obtain a diploma and have their first work experience, which improves their employability; f pre-recruitment, especially for “core business” jobs (postmen and financial advisors in particular), taking into account recruitment needs. The programmes offered by La Poste allow participants to receive diplomas or professional accreditation, from a CAP (Professional Ability Certificate) qualification to a master’s. In concrete terms, this policy resulted in the Company deciding to employ at least 7,500 young people on workstudy programmes during the 2013-2015 period. Despite the adverse economic environment, 5,106 and 4,201 young people received an apprenticeship or a vocational training contract in 2013 and in 2014, respectively. 17.3.3 Promotion 17.3.3.1 Promotion 17.3.3.2 Qualification-based promotion In keeping with a human resources management approach that is focused on skills development, La Poste has put in place three channels for promotion: As part of La Poste’s tradition of employee promotion, the qualification-based promotion system offers employees who have not been able to study at university, despite having the potential, the possibility of being promoted to operational management level through a part-time education programme. f recognition of professional achievement to advance one classification level; f recognition of professional potential to advance several classification levels; f recognition of professional experience to advance one classification level based on merit and seniority. 11,985 employees were promoted via one of these three promotion channels in 2014. This represents a promotion rate of 5.6%. 40,323 employees have been promoted over the past three years. 250 Registration document 2014 LE GROUPE LA POSTE This training is based on an 18-month block release course that includes classes at a management school to obtain a Master’s degree, and apprenticeship experience in the role of an operational manager, in the presence of a mentor. Employees Diversity and equal opportunity 17 17.4 Diversity and equal opportunity La Poste has followed an active policy to promote equal opportunities and diversity for many years. This commitment is reaffirmed at the highest level of the Company. The Diversity-Equal Opportunities Department (DDEC) manages La Poste’s diversity from an HR perspective. The DDEC leads an inter-business unit Committee as well as a diversity officer network in the regional structures in order to roll out actions pertaining to diversity and equal opportunities throughout the Group. 17.4.1 Promoting employment and the integration of disabled or unemployable workers As a socially responsible company, Le Groupe La Poste implemented a proactive policy in favour of the employment and professional development of people with disabilities or those unfit for employment. The Handicap policy is based on social dialogue and the signing of triennial company agreements. In March 2012, La Poste signed a fifth agreement in favour of employing disabled employees. This was the first agreement to be approved by DIRRECTE. This agreement gave new breadth to the policy benefiting disabled employees. It concerns recruiting, integrating and maintaining employment and training of people with disabilities, supporting the disabled and sheltered sector as well as awareness-raising initiatives. Its application resulted in a commitment to recruit at least 480 people with disabilities over the period. By late 2014, these goals were surpassed, with 643 recruitments made under permanent contracts, under work-study programmes and under temporary contracts for a six-month period or longer. Furthermore, initiatives have been put in place to maintain the employment of people with disabilities, and already more than 2,000 employees have received assistance at least once, such as having their workstations rearranged, having hearing aids or orthotics paid for, having received adapted transport assistance or having received facilitated access to training or career assistance. The agreement also confers two special authorisations for paid absences related to living with the disability or the process to recognise a worker’s disabled status. Other commitments made in the Handicap agreement include, in particular, improving quality of life at work, guaranteeing easier access to professional development and training and developing a policy of partnerships with different specialised organisations to train and support disabled workers. To roll out all of these actions, La Poste relies on a network of occupational physicians, social assistants and disability officers , who have been trained in commitments made to benefit disabled people (recruitment, maintaining employment, accessibility, etc.). 550 members of CHSCT were trained at the end of May 2014. An e-learning training course for managers regarding this same subject is in the process of being rolled out. In addition, the Company has committed to increasing purchases from the disabled and sheltered sector for up to €26.3 million. This goal was surpassed with more than €32 million in purchases from the disabled and sheltered sector throughout the duration of the agreement (20122014). Major work was carried out with the Group Communications Department and the business units to make communication mediums accessible, such as local newspapers, “Jourpost”, as well as in the Information Systems Departments to make applications used by employees accessible. The Group organised the third “Handifférences” award. An internal corporate event open to all employees, it is intended to hear the local best practices that make the working conditions and lives of disabled people at La Poste easier on a daily basis. The most innovative projects in the Company were then rewarded in June 2014, the first prize being bestowed to representatives of the ToulouseLarrieu Parcel office for a project on integrating a disabled apprentice. La Poste is also a partner of ADAPT (Association for the social and professional integration of disabled people) and the Disabled Employment Week (SEPH). It participates in Registration document 2014 LE GROUPE LA POSTE 251 17 Employees Diversity and equal opportunity this event by organising tangible initiatives at the national and regional levels. This year’s theme is “All different, all efficient”. In this respect, in addition to events and activities organised throughout the country, a game was launched nationally in order to raise all employees’ awareness of disabilities. It includes approximately 100 questions based on disability, and employees are invited to challenge their colleagues on their knowledge of the subject and La Poste’s commitments. Nearly 10,000 employees actively participated in this challenge in 2014. This voluntary policy enabled the Company to reach a rate of employment of disabled workers of 4.11% in 2014. This rate was 3.74% in 2013. The Company now has more than 8,000 employees with recognised disabilities. 17.4.2 Gender equality 17.4.2.1 Signing agreements on professional equality and gender diversity of promotions obtained were for women at La Poste. Gender diversity is encouraged at all levels of the Company. Gender equality is a key part of the social commitments made by La Poste, and has been incorporated into staff agreements since 2005. Over the three years of the second Equality agreement, the salary gap between women and men remained very low overall and continues to decline. The gap was 3.1% against women state employees and 0.9% against private women employees in 2014. They broach all topics: promoting gender diversity in hiring and employment, guaranteeing equal professional development between men and women, guaranteeing equal compensation levels and career advancement, guaranteeing equal access to training, raising awareness and communicating to employees and developing a good work/life balance. 17.4.2.2 Taking parenting into consideration At the end of 2014, negotiations were opened with social partners to sign a third triennial agreement on these subjects. Furthermore, special attention was paid to career development for women in senior management and Steering Committees. On 9 April 2013, the Group signed a framework agreement with 16 other large groups and the Minister of Women’s Rights in favour of professional equality between men and women in order to feminise governance bodies. Consequently, the proportion of women among senior executives was 29% in the Company and 25% for the Group Executive Committee. Permanent contract recruitment was also nearly balanced (with 47.5% women in 2014) and 52% 252 Registration document 2014 LE GROUPE LA POSTE As a signatory of the Company Parenthood Charter, La Poste included and highlighted the notion of facilitating parenting in professional life as one of its primary commitments in the 2011 Equality agreement, through a large-scale effort to raise employee awareness of this issue. The goal is to offer them tools to better understand and balance their time. A study on paternity leave for employees who are fathers was conducted in 2013 in order to understand what motivates fathers to take paternity leave and to analyse the potential barriers preventing some from taking this leave. Parents of young children receive special authorisations for paid leave. Furthermore, additional emergency childcare services, educational support and home childcare assistance are currently being tested out. La Poste also implemented special provisions for parents of disabled children: flexible working hours, holiday planning or authorisations for paid leave. Employees Diversity and equal opportunity 17 17.4.3 Promoting all types of diversity in the Company Le Groupe La Poste’s Code of Professional Ethics as well as the Company’s internal policies and procedures outline the Group’s commitments towards preventing discrimination. Furthermore, La Poste has been a signatory to the Corporate Diversity Charter since 2006. This commitment in favour of promoting diversity and equal opportunity includes combating all forms of discrimination. Promoting diversity has gained momentum with initiatives being implemented throughout the entire Group. Bolstered by the variety of its employees’ jobs and skills, the Group encourages diversity within its business units, which reflect the society ’s diversity through various business activities. La Poste holds the Diversity Seal of Approval for all of its business activities granted for the first time in 2009, and granted to the group for the second time in 2013 for a period of four years. This label rewards all of the Company’s commitments and best practices to promote equal opportunities and discourage discrimination. La Poste is thus continuing its initiatives to raise awareness on diversity to its managers, to the HR group and to all employees. In 2014, more than half of employees newly appointed to senior management positions have been trained and informed of notions regarding diversity and equal opportunities. 17.4.3.1 Age management and intergenerationality La Poste has implemented an action plan for age management in order to encourage the integration, employability and development of both younger and older people’s skills. Negotiations with unions resulted in the signing of an agreement (on 22 January 2014) regarding the generational contract, in order to respond to three challenges: long-term employment of young people, recruiting seniors and keeping them in employment and knowledge and skills transfer. The commitments made by La Poste in this agreement involve managerial changes which require more attention to exchanges between generations and intergenerational fairness. For La Poste, combating stereotypes requires reaffirming one of management’s roles, which is to maintain their team’s cohesion and to develop the sharing and transfer of knowledge. This is why, in November of 2014, La Poste became involved with the organisations Valeurs et développement (1) and IMS-Entreprendre pour la Cité (2), and the participation of other large corporations, in order to launch a programme to research stereotypes and generations. This programme will develop a general optimisation tool for age management policies and create an intercompany benchmark. 17.4.3.2 Commitment in favour of neighbourhoods Located throughout France, La Poste is an economic stakeholder playing a specific role in urban priority neighbourhoods, which are often characterised by higher levels of economic and social difficulties, particularly among young people. Since 2008, La Poste has been involved in national efforts to encourage the professional integration of young people from these neighbourhoods. La Poste helps offer young people prospects for developing skills and employment and supporting the relationship between people who live in these areas and the professional world. La Poste was also a signatory of the Corporations and Neighbourhoods Charter for 2013-2014, committing to encourage employment access or business creation for inhabitants of working-class neighbourhoods, which would also promote the economic, social and cultural development of these neighbourhoods. Le Groupe La Poste has been a partner of the association called “Our Neighbourhoods Have Talent” ( NQT) to professionally integrate young graduates from priority neighbourhoods and disadvantaged social backgrounds. This cooperation has resulted in tangible actions throughout the country, with the implementation of sponsorships by company volunteers to support the jobless towards employment as well as annual meetings between young graduates and senior managers in the Company. Le Groupe La Poste is involved in another project via a partnership with Second-Chance Schools (E2C) to integrate young people between the ages of 18 to 25 who left school without qualifications. Employees have the opportunity to be a sponsor and support these young people in mastering basic knowledge and then preparing them for professional integration by way of short-term internships in the Company. (1) Firm handling HR matters, notably diversity. (2) IMS-Entreprendre pour la Cité, chaired by Jean-Paul Bailly, Honorary Chairman of Le Groupe La Poste, supports corporate social commitment. Registration document 2014 LE GROUPE LA POSTE 253 17 Employees Health and safety - Quality of life at work 17.4.3.3 Affirming personal convictions in the workplace Le Groupe La Poste is completely neutral to political opinions, philosophical or religious beliefs. The Group strictly prohibits any indoctrination in the workplace and ensures the total respect of its employees’ private lives. Due to its extensive regional presence, managers can be faced with practices, requests or reactions from employees related to the affirmation of religious convictions, so a booklet has been written for managers in an effort to help “day-to-day life” and provide practical responses to questions pertaining to religious subjects. The responses provided in this document are based on the general principle of respecting the private lives of employees and service rendered to customers, while taking into consideration specific issues related to the fact that La Poste carries out public service missions. 17.5 Health and safety - Quality of life at work 17.5.1 Preventing professional risks and work-related accidents La Poste continued its efforts in preventing accidents at work, psychosocial risks and painful physical conditions. All of the actions taken by the Company in 2014 to prevent work-related accidents were the subject of a summary and discussions in the National Committee for Occupational Health and Safety at Work (Commission nationale Santé et sécurité au travail) on 30 October and on 17 December 2014. 17.5.1.1 Preventing work-related accidents and musculoskeletal disorders La Poste is taking action on several levels: f the group is continuing to roll out new work equipment to reduce risks. In regards to road-related risks, the gradual elimination of motorised two-wheelers is continuing specifically due to the introduction of the new three-wheel vehicle, the Staby. Certain departments started requiring the use of helmets, and a study was launched with a view to making a decision on this subject nationally in 2015; f a new training course for Mail managers was launched on the prevention of risks associated with manual handling risks and poor posture; 254 Registration document 2014 LE GROUPE LA POSTE f a new driving accreditation system was launched. It includes a medical visit, familiarising yourself with the vehicle with an expert or a designated person who has been approved and trained, once you start the job, follow up interviews by management, adapted training according to CNAMTS recommendations, depending on the driver’s activity, and support and coaching if necessary. This programme also concerns permanent employees, people recruited under temporary contracts, or professionalisation or apprenticeship contracts. 17.5.1.2 Preventing psycho-social risks and work/life balance Joint rules that apply to all parties in the social dialogue in the event of change help to maintain a high quality social dialogue as well as to conduct studies on the impact of change, leading to subsequent action plans. In addition to training deployed on management fundamentals, a training programme created with the ANACT is being rolled out to improve the assessment and to prevent psychosocial risks within the Company. Employees Health and safety - Quality of life at work A new plan to prevent and handle situations involving psychological and sexual harassment was launched in the autumn of 2014 after consulting with staff representatives during the first half of the year and training participants on this subject. The telephone-based listening and psychological support system was rolled out throughout the country with a number for all employees and a number specifically for managers and HR employees. More than 1,000 employees worked remotely as part of the June 2013 agreement, which improved their work/life balance. 17 17.5.1.3 Medical monitoring The immediate measure defined under the quality of life at work agreement of 22 January 2013 to strengthen the monitoring of employees’ occupational health was renewed in 2014 so that every employee is called in for a medical visit every two years. Medical coordination teams have been reinforced. At end 2014, La Poste had 160 occupational doctors (152 in 2011), 150 occupational nurses (105 in 2011) and 109 medical secretaries (93 in 2011). More than 92% of employees had received a medical visit within two years as at the end of 2014. 17.5.2 The functioning of bodies The national committees for Occupational Health and Safety, whose missions had been redefined under the quality of life at work agreement, met regularly throughout the year. The quality of the reports and studies submitted to the committees has been enriched. These committees have, in particular, negotiated new prevention plans such as the new plan to prevent and handle situations involving psychological and sexual harassment, the new driving accreditation system, the prevention of improper behaviour, particularly in the Network, and new procedures for organising mail delivery. A consultation has also been made to prepare for the renewal of CHSCT following the 2014 professional elections. 17.5.3 Quality of life at work initiatives 17.5.3.1 Taking into consideration quality of life at work at La Poste f quality of staff support (including professional Paying attention to quality of life at work reflects the fact that the well-being of employees depends upon the Company’s organisation, the way it operates, its management and dimensions such as acknowledgement, trust and empowerment. This notion is currently the focus of La Poste’s attention, confirmed in the quality of life at work agreement (January 2013) and the “A future for every employee” agreement (February 2015). This notion deals with practicalities pertaining to carrying out work, such as organising breaks, or the possibility of being replaced in order to participate in a training course, for instance, and also on career paths and on career perspectives offered by the Company. It constitutes an ongoing requirement in each project and in each mode of organisation, in order to guarantee: f quality of work (structure, content, meaning as well as working conditions); f quality within the community and management development, change management and initiatives encouraging work/life balance). Among the initiatives and measures demonstrating La Poste’s commitment towards quality of life at work are: f access to training, which has been considerably increased since 2013; f the implementation of a listening and psychological support system available 24/7 for any employee experiencing difficulties in their personal or professional life; (professional relationships, managers, colleagues and customers); Registration document 2014 LE GROUPE LA POSTE 255 17 Employees Players in HR support f the development of teleworking: at end 2014, more than 1,000 employees worked remotely, with an average of two hours, commute time gained per teleworking day; f the local HR relationship, with nearly 1,100 easily accessible HR managers who are ready to handle employees’ HR needs; f part-time work arrangement for senior workers. For all the above mentioned topics that pertain to quality of life at work, the “A future for every employee” agreement signed in February 2015 define further progress such as stronger possibilities for professional advancement, training development, retaining employees who have become unfit for their existing jobs, etc. 17.5.3.2 Trials pertaining to quality of life at work in 2014 Alongside with this requirement to better take into account all aspects of quality of life at work, La Poste has also chosen to go a step further. The initiatives led on quality of life at work in 2014 were based on field work carried out at the end of the previous year via interviews led with Group operational and functional managers. The goal of this process was to identify their expectations and priorities. These interviews identified needs, which, once considered, resulted in the implementation of some 20 trials, which tested out the initiatives and evaluated their results in order to continue and even broadly adopt the practice tested out. These trials pertains to structuring work/life balance, work relationships, dialogue about work, etc. They will enable the Group to develop new initiatives after they are analysed. 17.6 Players in HR support 17.6.1 Professionalisation of local HR managers Tasks of the local HR department cover two major dimensions: All HR managers share the same missions, regardless of home unit affiliation. There are four main missions: f local HR management directed towards operational f providing information about and dealing with managers to help them facilitate social dialogue and change management at the local level. This requires strong technical skills; frequently asked questions pertaining to administrative management; f a more people-oriented local HR relationship, which is specifically reflected by general HR representatives being made available to employees who are capable of addressing, at a basic level, all aspects of professional life while respecting people’s confidentiality and freedom of expression. This second dimension calls for more interpersonal skills, and specifically relies on adopting a proactive stance. Nearly 1,100 local HR managers have been sent to every region and to each of La Poste’s business units. Several of the Group’s subsidiaries have also retained this principle. Each employee and each manager benefits from their services. 256 Registration document 2014 LE GROUPE LA POSTE f providing information and giving advice about professional development; f being a trusted advisor for employees who are experiencing a difficult situation, regardless of whether it is professional or personal; f supporting managers in ensuring the management and professional development of team members. To accomplish this, they must meet with each manager in their area at least twice per year, and each employee at least once every two years. Employees General compensation policy 13 national training days for local HR representatives were rolled out from November 2013 to April 2014 to enable them to: f acquire a shared vision of HR’s role and local HR 17 f share methodologies: f become informed about detecting sensitive situations; f developing peer exchanges. activities; 17.6.2 The HR role of managers In order to assist and support new managers, in 2013, a specific obligatory training programme based on the HR role of the manager was put in place. This training, which is given before, or at, the position start date, allows the manager to: f know how to perform his/her role in supporting employees, and in particular in supporting their professional development; f support his/her group in the process of change; f know how to create individual and collective quality of life This training course, which lasts for two days, is mandatory, and provides an opportunity for managers from all the business units and all management levels to meet and mingle. The group plans to train 3,000 new managers every year. In addition to the new manager training programme, and in order to support them during the first months after assuming their new position, La Poste now designates an experienced contact for each new manager. In 2014, 1,922 new managers of La Poste were trained in their HR role. at work conditions within his/her team. 17.7 General compensation policy 17.7.1 Wage policy Special measures apply to state employees in the public sector (points accumulation system). For employees under contract, the compensation policy is set out in the Collective bargaining agreement and through annual pay negotiations. It must be adapted to the specific nature of La Poste, which is a labour-intensive company whose business is conducted individually or in small entities. This makes service quality dependent upon the attitude of each employee. In this sense, La Poste looks to secure a degree of loyalty from its operational and production staff while keeping its payroll costs necessarily competitive. The compensation policy primarily comprises an annual negotiated change as well as a certain progression in years of service recognising the development of expertise in a job. It is supplemented with promotion measures adding value to career paths and changes. An additional sum for family expenses takes into consideration the costs employees may incur as their personal life develops. For managers, the compensation policy includes individual fixed pay increases based on the contribution made and potential held, and variable bonuses based on annual quantitative and qualitative targets. Sales staff (more than 10,000 individuals) receive a commission scheme that is appropriate for the sales policy, including in the banking area. Registration document 2014 LE GROUPE LA POSTE 257 17 Employees General compensation policy 17.7.2 Employee incentive-scheme The incentive scheme in effect at La Poste since 2007 is based on economic, quality of service and responsible development results. A new incentive agreement was signed in 2012: incentive-based pay is now directly proportional to the Group’s net profit/(loss) after taxes. It is calculated based on the profit/(loss) after taxes of consolidated companies, restated by the items defined in the agreement. There is a standard payout for all employees regardless of their compensation level or their business unit affiliation. In 2013, an amendment to the incentive agreement was signed. It provides for the integration of a CO2 emission criterion among the indicators serving as the definition of the amount distributed. The incentive enables to value the efforts accomplished and to link employees' working with the Company’s smooth operation and profits. These incentives amounted to €84.2 million for 2014. Most subsidiaries have employee incentive agreements. 17.7.3 Group Savings Plan (PEG) and Collective Retirement Savings Plan (PERCO) In December 2006, La Poste and five trade unions (FO, CFDT, CFTC, CGC and UNSA) signed two company agreements respectively instituting the Group Savings Plan (PEG) and Collective Retirement Savings Plan (PERCO). Responsible Investment) assets. Accordingly, the FCPE, La Poste Responsable Monétaire, which comprises nearly 36% of employees’ investments, has invested 52% in SRI. SRI floor rates are also applied for bonds and equity funds. These group savings plans are offered to all private-sector employees and state employees of Le Groupe La Poste after three months of employment in the Company. In fact, subsidiaries can become members of them once they meet the terms of membership set by the agreement: subsidiary and/or equity investments of La Poste for at least 50% and whose accounts are consolidated at the Group level. Currently, nine subsidiaries have chosen to join the Group employee savings plans (including Mediapost, Poste Immo and Chronopost, among the largest). Employees of La Poste and its member subsidiaries have the possibility to save money in employee savings plans, making voluntary deposits and/or by investing their incentive and/or profitsharing bonus, to benefit from advantageous tax conditions as well as a contribution from La Poste. Since 2014, La Poste has allowed its employees to transfer up to 10 paid days off from their accrued leave to their PERCO, thanks to the amendment signed with trade union signatories. Investments are made in diversified investment funds exclusively dedicated to La Poste, in exchange for a five-year lock-in for PEG and until retirement for the PERCO. La Banque Postale Asset Management (LBPAM) manages these employee investment funds. Upon the Supervisory Board’s request, LBPAM established an over-performance commission for four of the five La Poste FCPEs. This commission applies when the performance of the FCPE surpasses its reference index. The five Mutual funds cover all asset classes: a moneymarket fund, a bond fund, an equity fund, a multi-vehicle fund and a solidarity fund, enabling everyone to choose their investment according to their risk/return profile. The mutual funds are invested heavily in SRI (Socially 258 Registration document 2014 LE GROUPE LA POSTE La Poste plans to pay a contribution under PEG and PERCO agreements. In 2014, the total contribution paid by La Poste parent company was €16.6 million. Subsidiaries signing up to the Group savings plan are free to determine their own top-up policy. Le Groupe La Poste had more than 74,650 members in one or both employee savings plans as at 31 December 2014, i.e. a 3% increase between 2013 and 2014. At the La Poste parent company level, the number of PEG account holders was 59,214 and the number of PERCO account holders was 24,019, for total outstandings of €534 million as at 31 December 2014. In terms of governance, the La Poste employee mutual fund Supervisory Board comprises representatives of unitholders and management in equal numbers. The Board met three times in 2014. Employees Change management La Poste has a pro-active training policy for appointed and alternate members of the Supervisory Board. Since 2012, the members of the FCPE Supervisory Board have received à la carte training, according to their level of expertise and their arrival date. As a result, each year, a welcome module is made for new arrivals in order to help them familiarise themselves with financial products and financial management techniques. Then a knowledge enhancement 17 module is planned to respond to specific needs and topics requested by FCPE Supervisory Board members. Each FCPE Supervisory Board is prepared in close consultation with the former Chairman, the Chairman in office and the future Chairman, thereby guaranteeing complete coverage of topics to be handled with the Supervisory Board. 17.7.4 Employee profit-sharing Act No. 2010-123 of 9 February 2010 (Article 12) amended the last paragraph of part III of Article 32 of the Act of 2 July 1990, stating that title II of book III of the French Labour Code (Employee profit-sharing) may be extended to all La Poste staff (including state employees) under conditions set out in a Council of State decree. The introduction of profit-sharing at La Poste remains subject to the issuance of a decree (provision in the second Sub-Paragraph of Article L. 3321-1 of the French Labour Code, whereby “a Council of State decree specifies which industrial and commercial public enterprises, companies, business combinations or legal entities — regardless of their legal status but where more than half of the share capital is held directly by the French government — are subject to the provisions of this title. This decree establishes the conditions under which these provisions apply”). Subsidiaries are required to operate profit-sharing schemes. 17.8 Change management In January 2013, La Poste began rolling out a change management method shared by the entire company, under the quality of life at work agreement. By combining medico-social teams too, the method allows the impact of projects on employees to be studied, so that it can be taken into account, in collaboration with unions. This unprecedented method states that all projects pertaining to organisational changes must include a certain number of obligatory stages and analysis and must encourage quality social dialogue and listening to employees to better understand their expectations and take them into consideration. In order to ensure in particular that these rules are complied with, La Poste instituted a whistleblowing system under the terms of the same agreement. As such, the unions can inform the local Director, then the Group HRD if necessary, of any failure that they believe they see in the implementation of these social dialogue and change management commitments, and compliance with agreements signed. This method has been implemented throughout the course of 2014 to support employees in organisational change projects led within La Poste. It has ensured that the meaning and dialogue around projects is shared, that continuous information from unions and employees on their advancement is provided, that the Company listens to individual employees about their work-related concerns, in terms of working conditions as well as work/life balance. Large information and training campaigns were also led in 2013 and 2014 for managers and local HR representatives, all of whom are now trained, in order to encourage the use of this method by management and ensuring its proper implementation throughout the Company. Registration document 2014 LE GROUPE LA POSTE 259 17 Employees Staff policy 17.9 Staff policy 17.9.1 Staff regulations Having both state and private employees, La Poste tries to apply common or comparable HR rules to each group. This policy is essential as each part of the Company has state employees and private-sector employees at the same workstations. 11 January 1984 on legal provisions relating to the French public sector. According to Article 29 of the Act of 2 July 1990, La Poste’s state employees are governed by specific regulations pursuant to Act 83-634 of 13 July 1983 on the rights and obligations of state employees and to Act 84-16 of Act 2010-123 of 9 February 2010 relating to La Poste as a public company and to postal business, has not affected pre-existing provisions on the status of staff. According to Article 31 of the Act of 2 July 1990, contractual employment is subject to collective agreements. 17.9.2 Social dialogue and staff representation 17.9.2.1 Institutions representing staff at La Poste (IRP) La Poste’s IRP mostly come under public sector legislation, with the exception of CHSCT, which, in accordance with the law, falls under the rules of the French Labour Code since 16 November 2011. La Poste’s conversion from public sector company into a public limited company in 2010 did not affect the nature of the IRP. Indeed, at a staff representation level, co-existence of two categories of staff requires consistency throughout the Company. Individual staff representation In terms of individual representation, the creation of Joint Administration Committees (CAP) for state employees and public contractual employees meant creating Joint Advisory Committees for private-sector employees (CCP). Committee members are elected every four years following the CAP model. Within the Joint Committees, elected officials are called upon to advise on individual circumstances relating to mobility, assessment, disciplinary matters, promotion, etc. 260 Registration document 2014 LE GROUPE LA POSTE Collective staff representation: Technical Committees and CHSCT The collective representative authorities are the Technical Committees (CT) and the Hygiene, Health and Safety at Work Committees (CHSCT). These authorities were established for the first time following the professional elections on 18 October 2011. The staff representatives within the CTs review substantial subjects such as the organisation and functioning of services, statutory regulations, training, skills development and professional qualifications, professional equality, gender equality and combating discrimination. The direct election of staff representatives to CTs confirms even more the legitimacy and the role of elected representatives within a context of ongoing social dialogue and improving employee relations at La Poste. The appointment of representatives to the CHSCT is based on the representative nature of the last CT elections. Employees Staff policy T h e C H S C Ts w e re p u t i n p l a c e a t L a P o s t e i n November 2011, in accordance with Part IV of the French Labour Code and Decree No. 2011-619 of 31 May 2011 regarding health and safety at work at La Poste (these rules apply to all La Poste employees, regardless of whether they are state employees or private employees). As defined in the French Labour Code, La Poste’s Committees on hygiene, safety and working conditions are tasked with: f helping to protect the physical and mental health and safety of C ompany workers, and of workers made available to the Company by an outside company; f helping to improve working conditions, primarily with a view to encouraging women’s access to all jobs, and to dealing with maternity-related issues; f ensuring that all the legal obligations decided in these areas have been complied with. Professional elections Professional elections were held from 1 to 4 December 2014, exclusively via electronic vote for the first time. The participation rate for national CT representative elections was 76%. As a reminder, during the previous elections in 2011, the participation rate was also 76%. This stable and high participation rate reflects the employees’ collective attachment to a proper functioning social democracy. During the elections, the employees elected their representatives to the Technical Committees (CT), Joint Administration Committees (CAP) or Joint Advisory Committees (CCP), pursuant to the law of 5 July 2010 on the modernisation of social dialogue in Public Service and the decrees of 7 September 2011 on La Poste’s CT and CAP. The staff representatives on the CTs are elected for four years by the entire staff of La Poste irrespective of their status, and the representation of the trade unions is based directly on the results of these elections to the CT at the level concerned. The new terms of office began on 1 February 2015, for a four-year period. 17 17.9.2.2 Negotiations and agreements The national agreements signed in 2014 Eight agreements and amendments were signed by La Poste and union representatives in 2014, including one unanimous agreement on La Poste’s social housing policy in April: f amendment to revise the agreement on banking advisor jobs at La Poste (CGT, FO, CFDT, CFTC, CGC/UNSA) on 14 January 2014; f collective agreement pertaining to La Poste’s generational contract (FO, CFDT, CFTC, CGC/UNSA) on 22 January 2014; f agreement relating to staff working in Mayotte (SUD, FO, CFDT, CFTC, CGC/UNSA) on 21 February 2014; f unanimous agreement on the social housing policy at La Poste (CGT, SUD, FO, CFDT, CFTC, CGC/UNSA) on 7 April 2014; f supplement No. 8 to the agreement dated 19 May 2006 instituting two obligatory collective guarantee schemes for private employees of La Poste governed by the shared agreement (SUD, FO, CFDT, CFTC, CGC/UNSA) on 22 July 2014; f supplement to accrued leave agreement dated 7 July 2000 (FO, CFDT, CFTC, CGC/UNSA) on 22 July 2014; f amendment to the PERCO agreement of 8 December 2006 (FO, CFDT, CFTC, CGC/UNSA) on 22 July 2014; f social agreement on banking advisor jobs (CGT, CFDT, FO, CFTC, “Acting Together” composed of the CGC and the UNSA). This agreement falls under the renewal of the agreement signed in 2011. Three majority agreements signed in 2015 to make employees key participants and beneficiaries of La Poste’s transformation. La Poste and union organisations began negotiations in May 2014 as part of the “La Poste 2020: Conquering the Future” strategic plan. These negotiations resulted in three national majority agreements being signed on 5 February 2015: f a social agreement called “A future for every employee” (CFDT, FO, CFTC-CGC-UNSA); f a social agreement on the institution of the “salary supplement” at La Poste (CGT, CFDT, CFTC-CGC-UNSA); Registration document 2014 LE GROUPE LA POSTE 261 17 Employees Staff policy f a unanimous social agreement on changing the salary f continuing to intensify efforts to prevent and improve grid for La Poste’s state employees (CGT, CFDT, SUD, FO, CFTC-CGC-UNSA). working conditions. In terms of preventing physical duress, La Poste is expanding its list of positions known to have physically demanding elements and is granting three to five additional rest days each year starting at 55 years old for employees exposed to these physically demanding tasks; These three agreements, which are the product of a social dialogue with all representative union organisations, resulted in significant innovations in La Poste’s social policies and encouraged a new dynamic of professional development. The majority signing of these three agreements, which was unprecedented for La Poste, illustrates everyone’s desire to support the Company’s transformation to benefit all employees and represents a major step towards La Poste’s social transformation. Key measures in the “A future for every employee” agreement The agreement provides for: f implementing workforce management planning (GPEC) with, in particular, the creation of a job observatory comprising union representatives and representatives of La Poste. The GPEC will notably respond to employees’ questions on future jobs and the skills necessary to perform them; f boosting, facilitating and supporting professional development. It prioritises internal mobility, the development of new career paths within the business unit s as well as between business unit s, and offers guarantees for professional development to or from Group subsidiaries (maintaining seniority, guaranteed annual net minimum fixed compensation, etc.) as well as better support of geographic and functional mobility; f making an unprecedented training effort. Training development and access to training for everyone is a key commitment made in the agreement. As a result, 80% of employees will be trained each year, 100% of employees trained in two years with an average of 100 training hours for every employee over five years. On top of that, qualification-earning careers supporting development within an employee’s own job or towards a new job (10,000 careers per year, or 50,000 careers throughout the duration of the agreement) and the creation of a qualification bonus; 262 Registration document 2014 LE GROUPE LA POSTE f strengthening support for developing managers, integrating new managers and the possibility for senior managers holding operational management positions to have an extra day off. Additionally, La Poste has started a programme to develop HR activities and skills. An HR School will be created as part of this effort. An agreement on creating a more simple and understandable salary supplement The “salary supplement” allowance, which is identical for everyone at the same job level, and an “individual former career allowance” which covers potential individual factors from a person’s past career which could impact their salary, have been put in place. These two new allowances are replacing the “additional compensation ” and guarantee that each employee will receive an amount that is at least equivalent to his or her current “additional compensation ”. In June 2015, 140,000 employees will receive a special bonus for 2014 with their pay that will be equal to the difference between the “salary supplement ” and their current “additional compensation”. The “additional compensation” was created 20 years ago by combining all of the public sector bonuses that state employees of La Poste received individually, and was then extended to private employees. The replacement of the “additional compensation” will be implemented starting from 1 July 2015. An agreement on changing the salary grid for La Poste state employees An agreement on changing the salary grid for La Poste state employees provides for the implementation of new levels to improve the salary grid for La Poste state employee categories I to III, extending the measures taken by the public sector for category B and C state employees. These changes will take effect as soon as the decrees made by the Council of State are published. Employees Staff policy 17.9.2.3 Employee relations bodies An agreement, signed on 21 June 2004 by La Poste and unions, defines the principles and methodology of the social dialogue, as well as dialogue and social negotiation not defined by the public function legislation; La Poste’s Strategy Exchange Committee (CESP) and La Poste's Social Dialogue (CDSP). These bodies were consolidated in 17 the law of 20 May 2005. On 22 December 2011, within the framework of strengthening its social dialogue, Le Groupe La Poste established a forum for social dialogue and information for the Group called the La Poste’s Strategy Exchange Committee (CESP). This body complements the existing forums for information and consultation at the national level, including the CESP and the CDSP. 17.9.3 Pension plan La Poste employees are each placed in a general law plan corresponding to their legal status: civil pension plan for state employees and general ordinary pension plan for private-sector employees. La Poste does not have any special plan. Regarding the state employees’ pension funding, Act No. 2006-1771 of 30 December 2006 established a full discharge contribution system for La Poste giving the company a full discharge of all liabilities. Under the competitively fair rate principle, the rate of this payment is “calculated in such a way as to equalise the levels of wagerelated social security and tax charges between La Poste and other companies coming under the ordinary social security arrangements, applying this principle to risks common to private-sector employees and state employees”. Only the competitively fair rate has applied since 2010. 17.9.4 Supplementary health insurance A supplementary personal risk scheme that takes care of health care costs has been in effect since 2007 for private staff. It appears as an important factor improving the living standards of workers, involving a system of contributions for the entire plan that offers solidarity to families and the lowest earners. The follow-up of this plan with trade union organisations is also a special occasion of social dialogue, allowing for positive decisions to be made jointly, within an appropriate financial framework. Employees receive regular communication on the situation and changes to the plan, which highlights the role of union signatories. In the case of state employees, a health care cost repayment scheme has been in operation since 1 January 2012, as part of the opportunity afforded by the Act of 9 February 2010 (French Act No. 2010-123 of 9 February 2010 on the La Poste public sector company and postal business activities). An agreement was concluded on 7 July 2011. It is a mandatory defined contribution group plan, governed by the private social security law (Article L. 911-1 of the French Social Security Code). The positive results achieved by the two health care cost repayment schemes have enabled a higher level of coverage since 1 October 2013. 17.9.5 Management of social activities Management of social activities at La Poste is specifically run by the Conseil d’orientation et de gestion des activités sociales (Advisory and Social Activities Management Council — COGAS). COGAS has 24 members comprising Company representatives (eight), unions (eight) and national associations (eight, with two representatives for each of the four sectors covered: personal risk and solidarity, sports and leisure, culture, catering and economic activities). It is chaired by the Chairman of La Poste or his representative. Since July 2013, all of the social assistance that was primarily reserved for permanent staff was gradually made available to temporary contract employees with more than three months’ service. Registration document 2014 LE GROUPE LA POSTE 263 17 Employees Employee shareholding The 2014 budget amounted to more than €213 million and was primarily allocated to catering, sporting and cultural activities, children and personal risk and social solidarity. The catering offering, which includes cafeterias and luncheon vouchers (85,100 beneficiaries), accounted for 46% of the total budget. Cafeteria provision is a means of promoting the National Healthy Food Plan. Furthermore, in 2014, the COGAS approved a new policy in order to improve catering offerings. In particular, it adapts cafeterias to changes in employees’ work schedules as well as to new employee behaviours in this area. The second largest budget item was allocated to cultural and sporting activities, and amounted to 21% of the total budget. It covers two aspects: f direct financial support to encourage practice of a sport and access to cultural or leisure events; f subsidies to associations working in these areas so that their rates are affordable for all employees. Support for children and youths was the third largest item in the budget, and amounted to 20% in 2014. It involves childcare assistance delivered by childcare providers, nurseries or outdoor centres, as well as financial support for stays at holiday camps. Mutual aid and social solidarity programmes make up the fourth item, and accounted for 7% of the budget. These programmes involve support for families with disabled children, the severely ill, staff suffering from alcoholism, blood donors, first-aid providers and disabled persons. La Poste has also developed individual social action services under its C ompany policy, including holiday vouchers (45,473 savings plan recipients), study grants, and pre-paid service cheques (CESU). BREAKDOWN OF SPENDING ON SOCIAL ACTIVITIES 2014 (€ million) Catering and economic sector % 2013 97.8 46 93.9 34.5 46 29.9 44.8 21 43.1 Children 41.7 20 46.3 Personal risk and solidarity 15.6 7 15.9 13.2 6 Of which paid directly to employees Sporting and cultural activities Management and structural costs 13.4 TOTAL 213.1 212.6 Average amount per employee (in euros) 1,015 1,011 17.10 Employee shareholding The second line of Paragraph III of Article 32 of the Act of 2 July 1990 states that restricted capital increases or sales of reserved shares may be carried out through one or more corporate Mutual investment funds, in accordance with Articles L. 3332-18 et seq. of the French Labour Code, 264 Registration document 2014 LE GROUPE LA POSTE subject to compliance with any provisions relating to the Company’s valuation. Employees of La Poste and its subsidiaries, as well as their assignees, may only hold a non-controlling stake in La Poste’s share capital. Employees Summary of employee information 17 17.11 Summary of employee information 17.11.1 Distribution of Group employees by business unit AVERAGE NUMBER OF EMPLOYEES (FULL-TIME EMPLOYEE EQUIVALENTS/ANNUM) 10% GeoPost 2% Group 8% La Banque Postale 57% Services Mail Parcels 21% La Poste Network 2% Digital Services 17.11.2 Distribution of Group employees by business unit and by geography AVERAGE NUMBER OF EMPLOYEES (FULL-TIME EMPLOYEE EQUIVALENTS/ANNUM) 5,069 Group 146 064 147,250 Services-Mail-Parcels 1,186 55,162 La Poste Network 19,972 La Banque Postale 16,614 GeoPost 5,391 25,121 3,116 Digital Services 5,317 France 350 85 4,882 Europe (excl. France) Rest of the world Registration document 2014 LE GROUPE LA POSTE 265 17 Employees Summary of employee information 17.11.3 Distribution of Group employees in France TOTAL INDIVIDUAL STAFF MEMBERS AS AT 31 DECEMBER 2014 2013 231,347 238,699 3,942 3,619 Sofipost 18,395 19,897 GeoPost 5,531 5,531 644 638 40 38 259,899 268,422 La Poste parent company La Banque Postale Poste Immo Other TOTAL 17.11.4 Age pyramid of Group employees in France NUMBER OF INDIVIDUAL EMPLOYEES AS AT 31 DECEMBER – STATE EMPLOYEES AND PRIVATE EMPLOYEES UNDER PERMANENT CONTRACT 67,878 49,937 47,646 46,870 13,231 13,491 4,370 under 24 years old 266 24 -29 years Registration document 2014 30 -39 years LE GROUPE LA POSTE 40 -49 years 50-54 years 55-59 years 60 years old and older 17 Employees Summary of employee information 17.11.5 Summary of Group employee information in France 2014 2013 Total staff as at 31 December (individuals) 259,899 268,422 Number of state employees and permanent contract employees Staff 243,423 250,350 Number of temporary contract employees 16,476 18,072 % men 49.4% 49.7% % women 50.6% 50.3% 236,540 243,156 % executives 23.1% 22.2% % employees 76.9% 77.8% Number 32,002 34,396 % of total staff 13.1% 13.7% Average number of employees (full-time employee equivalents per annum) Part-time workers as permanent employees Recruitments Number of recruits under permanent contracts 7,905 8,936 % men 56.8% NA* % women 43.2% NA* 3,102 NA* 71 NA* Number of employees trained at least once 165,926 173,199 Number of training days 695,480 NA* Number of recruits aged under 25 Professional relations Number of national agreements signed Training * New indicator for 2014: historic data not available. 2013 employee numbers were restated to take into account the change in the scope of consolidation following the initial application of IFRS 10 and 11 (see Chapter 20, Note 3). Impact on the Group’s scope in France for 2013 was 86 full-time employee equivalents per annum. Registration document 2014 LE GROUPE LA POSTE 267 17 Employees Summary of employee information 17.11.6 Summary of employee information for La Poste parent company 2014 2013 231,347 238,699 Number of state employees 109,013 115,491 Number of employees under permanent contracts 107,014 106,296 Number of employees under temporary contracts 15,320 16,912 48.2% 48.5% Staff Total staff as at 31 December (individuals) % men % women 51.8% 51.5% 212,077 218,941 Number 22,526 23,715 % of total staff 10.4% 10.7% 2,735,267 2,506,114 3,157 2,932 Average number of employees (full-time employee equivalents per annum) Part-time workers as permanent employees Number of paid overtime hours Outside workers Agency staff (full-time employee equivalents per annum) Recruitments Number of recruits under permanent contracts 4,525 5,298 % men 52.5% 50.9% % women 47.5% 49.1% 1,795 1,814 2,409 2,384 84.2 73.6 6.37% 6.14% 8 7 Frequency of accidents at work with time off 23.4 25.2 Severity of accidents at work with time off 1.25 1.27 3.5% 3.6% Number of employees trained at least once 156,936 163,822 Number of training days 666,231 731,543 213.12 212.58 Number of recruits aged under 25 Compensation Average gross monthly compensation (€) Collective incentives for 2013 (€ million) Absenteeism Rate of absence for sickness Professional relations Number of national agreements signed Health and safety conditions (a) Training Training expenditure as a percentage of payroll Social activities Spending on social activities (€ million) (a) The indicators are those defined by the French National Health Insurance Fund. Frequency of accidents at work with time off = number of accidents with time off x 1,000,000/number of hours worked. Severity of accidents at work with time off = number of paid days off x 1,000/number of hours worked. 268 Registration document 2014 LE GROUPE LA POSTE Principal shareholders 18 18.1 Shareholders 270 18.2 Control of La Poste 270 18.3 Known agreement that could lead to a change of control 270 Registration document 2014 LE GROUPE LA POSTE 269 18 Principal shareholders Shareholders 18.1 Shareholders The French government and Caisse des Dépôts et Consignations hold all share capital and voting rights in La Poste. There are no legal or statutory provisions that provide for the award of different voting rights to shareholders. 2014 Shareholder No. of shares % share capital 2013 % voting rights No. of shares % share capital 2012 % voting rights No. of shares % share capital % voting rights French government 700,000,000 73.7% 73.7% 700,000,000 73.7% 73.7% 655,555,556 77.1% 77.1% CDC 250,000,000 26.3% 26.3% 250,000,000 26.3% 26.3% 194,444,444 22.9% 22.9% TOTAL 950,000,000 100% 100% 950,000,000 100% 100% 850,000,000 100% 100% Shareholdings presented as at 31 December 2014 relate to the position after the €2.7 billion capital increase was finalised, which is described in Chapter 21 (Section 21.1.7) and paid in three instalments (April 2011, April 2012 and April 2013). 18.2 Control of La Poste Article 1 of Act No. 2010-123 of 9 February 2010 provides that the share capital of La Poste shall be held by the French government and by other public sector legal entities, except for the portion that may be held under employee shareholding arrangements. In accordance with the provisions of this Article, the share capital is held by the French government — the majority shareholder — and by Caisse des Dépôts et Consignations. The Company does not feel there is any risk of control being exercised improperly. 18.3 Known agreement that could lead to a change of control Not applicable. 270 Registration document 2014 LE GROUPE LA POSTE Related-party transactions 19 19.1 Relations with the French government and public sector companies 272 19.2 Relations with consolidated companies 274 Registration document 2014 LE GROUPE LA POSTE 271 19 Related-party transactions Relations with the French government and public sector companies Related-party transactions are described in Note 35 to the consolidated financial statements, including relations with the French government and transactions with CNP Assurances, which is the only significant entity within the scope of consolidation. 19.1 Relations with the French government and public sector companies 19.1.1 Relations with the French government Since the Act of 10 February 2010 reaffirming the provisions of the Act of July 1990 on the restructuring of the postal and telecommunications public service, La Poste has been a public limited company overseen by the Minister for Industry under the Minister for the Economy, Industry and Digital Technology, and subject to economic and financial control by the French government, and the control procedures of France’s Court of Auditors and the French Parliament. The French government holds 73.68% of the share capital of La Poste. Relations between La Poste and the French government are contracted out under business contracts. The latest agreement to date, for the period between 2013 and 2017, was signed by all the stakeholders on 1 July 2013. This agreement includes: f maintaining the public service missions entrusted to La Poste: the Universal Postal Service, press transport and delivery, banking accessibility and regional planning, and maintaining the principle of offsetting costs for the latter three missions; f progress in strengthening quality of service; f m i ss i o n s a d a p t e d t o u s e rs’ ex p e c t a t i o n s a n d technological advances; 272 Registration document 2014 f implementation of corporate citizenship engagements in favour of the development of regions and companies, the most disadvantaged persons, the development of the digital society and corporate social responsibility initiatives. The French Postal Regulation Act of 20 May 2005 provided ARCEP with the power to regulate pricing for the Universal Postal Service on a multiyear basis, after reviewing La Poste’s proposals. In addition, this Postal Regulation Act confirmed and clarified La Poste’s regional planning responsibilities. To this end, on 16 January 2014, the French government, La Poste, and the French Mayors’ Association (Association des Maires de France) signed a new local postal coverage agreement (see Chapter 5, Section 5.7.2.2.2), for a period of three years (2014-2016). Regarding the Group’s Banking activities, the French government sets the commission rates on regulated savings products: Livret A passbook savings accounts, Sustainable Development savings accounts and LEP savings accounts. The change in these rates has a direct impact on La Banque Postale’s Net Banking Income. In March 2012, La Banque Postale, Caisse des Dépôts, Dexia SA and the French government established the foundation of the new system for local authorities financing (see Section 19.1.2 below). LE GROUPE LA POSTE Related-party transactions Relations with the French government and public sector companies 19 19.1.2 Relations with Caisse des Dépôts et Consignations The French Postal Act amended by the Act of 9 February 2010 provides that the share capital of La Poste may only be held by the French government and by other publicly owned legal entities, except for the portion that may be held under employee shareholding arrangements. In this context, Caisse des Dépôts et Consignations, a public sector company governed by Articles L. 5182 et seq. of the French Monetary and Financial Code, invested in the share capital of La Poste following the Extraordinary General Meeting on 6 April 2011, which decided La Poste’s €2.7 billion capital increase. Caisse des Dépôts et Consignations has committed to subscribe to this capital increase, contributing €1.5 billion (see Chapter 21, Section 21.1.7). In its decision of 22 February 2011, the French Competition Authority authorised the transaction, considering that, given the small increase in market share and the existence of numerous competitors, the deal could not adversely affect competition in the relevant markets. A s a t 3 1 D e ce m b e r 2 0 1 4 , C a i ss e d e s D é p ô t s e t Consignations holds 26.32% of the share capital of La Poste. It has three representatives on the Board of Directors, it has representation in each of the Board Committees of the Board of Directors and it proposes the Chairman of the Audit Committee. Caisse des Dépôts et Consignations and La Banque Postale are jointly shareholders in CNP Assurances via the Sopassure holding company (see Chapter 5.3.2.2.1). As part of financing local authorities, La Banque Postale has committed to market loans to local authorities and hospitals. La Banque Postale and Caisse des Dépôts founded La Banque Postale Collectivités Locales, in which La Banque Postale and Caisse des Dépôts have respective interests of 65% and 35%, on 27 March 2013. This subsidiary provides services relating to the marketing of loans; the eligible loans are then refinanced by CAFFIL (Caisse Française de Financement Local), a company of which La Banque Postale (5%) and Caisse des Dépôts (20%) are also shareholders. 19.1.3 Relations with public sector companies Le Groupe La Poste enters into transactions with public sector companies in the normal course of its business. They are entered into on market conditions. In 2013, the Supervisory Board of La Banque Postale and the Board of Directors of La Poste authorised La Banque Postale to acquire a portion of the share capital of SOFIAP (Société Financière pour L’Accession à la Propriété), which was previously owned by Crédit Immobilier de France and SNCF. This acquisition took place in May 2014; Sofiap is now 66%-held by La Banque Postale and 34% by SNCF. Sofiap is a credit institution that primarily aims to offer home loans to employees of SNCF, the French railways operator (see Chapter 5, Section 5.3.2.2.2). Registration document 2014 LE GROUPE LA POSTE 273 19 Related-party transactions Relations with consolidated companies 19.2 Relations with consolidated companies 19.2.1 Relations with fully consolidated Group companies With some of its subsidiaries, La Poste has signed framework agreements, support agreements and service contracts (marketing, BPO, IT services, real estate services, finance, etc.). Specifically, La Poste is the main service provider for La Banque Postale, which uses La Poste to run both its front office (La Poste Network post offices) and back-office operations (financial centres). La Banque Postale is La Poste’s main banker. Furthermore, treasury agreements have been implemented between La Poste and most of its subsidiaries (excluding La Banque Postale). 19.2.2 Relations with associated companies Transactions with associated companies primarily relate to CNP Assurances. La Banque Postale, which currently holds 20.15% of CNP Assurances, signed a commercial partnership agreement with CNP (see Note 35 to the 274 Registration document 2014 LE GROUPE LA POSTE consolidated financial statements). It plays an active role in renegotiating the commercial agreement and shareholder agreement that bind it to CNP Assurances, which are set to expire at the end of 2015. Financial information regarding the assets and liabilities, financial position and results of the issuer 20 20.1 Consolidated financial statements 276 20.2 Separate financial statements 422 20.3 Dividend payment policy 468 20.4 Legal and arbitration proceedings 468 20.5 Material change in the Company’s financial or commercial position 468 Registration document 2014 LE GROUPE LA POSTE 275 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20.1 Consolidated financial statements 20.1.1 Consolidated financial statements for the year ended 31 December 2014 Consolidated income statement Note 2014 2013 (a) Revenues from commercial activities 6 16,503 16,158 Net Banking Income 7 5,660 5,557 22,163 21,715 (€ million) Operating revenue Purchases and other expenses 8 (7,448) (7,091) Personnel expenses 9 (12,556) (12,447) Taxes and levies 10 (235) (236) Depreciation, amortisation, provisions and impairment 11 (1,363) (1,293) Other operating revenue and expenses 12 158 132 (18) (13) (21,462) (20,949) 701 766 Proceeds from asset disposals Net operating expenses Operating profit/(loss) before share in results of joint ventures Share in results of joint ventures 18 Operating profit/(loss) after share in results of joint ventures Cost of net financial debt Other financial items Financial profit/(loss) 13 Profit before tax of consolidated companies Income tax 14 12 778 (157) (197) (41) (25) (198) (222) 521 556 (182) (125) Share in profits of associates 200 215 CONSOLIDATED NET PROFIT/(LOSS) 539 646 Net profit/(loss), Group share 513 624 27 23 Attributable to non-controlling interests (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). 276 18 719 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 Consolidated comprehensive income statement Amounts after tax (€ million) Consolidated net profit/(loss) 2014 2013 (a) 539 646 79 32 Other comprehensive income recognised under equity Recyclable items Change in unrealised gains and losses on financial instruments Of which transferred to net profit/(loss) for the year (61) Translation adjustments 29 (27) 216 (26) 217 26 Of which transferred to net profit/(loss) for the year Share in other comprehensive income of equity companies Of which: f change in unrealised gains and losses on financial instruments – CNP f other unrealised gains and losses on financial instruments f cumulative translation adjustments (4) (1) (48) (118) 28 Non-recyclable items Actuarial adjustments on employee benefits Total other comprehensive income recognised in equity (after tax) 206 7 Total comprehensive income/(loss) 745 653 TOTAL COMPREHENSIVE INCOME/(LOSS), GROUP SHARE 698 630 47 22 Total comprehensive income/(loss) attributable to non-controlling interests (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). Registration document 2014 LE GROUPE LA POSTE 277 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Consolidated balance sheet ASSETS Note 31/12/2014 31/12/2013 (a) Goodwill 15 1,805 1,626 Intangible assets 16 850 807 Tangible assets 17 5,880 5,931 Investments in joint ventures and associates 18 3,075 2,741 Other non-current financial assets 19 831 938 Deferred tax assets 14 264 149 12,706 12,192 (€ million) Non-current assets Current banking assets Customer receivables and loans 20.1 67,857 59,204 Receivables from credit institutions 20.2 83,315 82,894 Securities portfolio 20.3 52,541 50,566 Other current financial assets 20.4 1,521 1,435 Accruals 20.5 998 1,220 Cash and central bank deposits (b) 23.2 1,950 2,182 Other current assets Inventories and work-in-progress 21 119 132 Trade and other receivables 22 3,303 2,810 Other current financial assets 19 383 433 Income tax credit Other accruals – Assets Cash and cash equivalents 23 Assets held for sale 24 194 253 60 117 1,389 2,104 29 120 Current assets 213,658 203,468 TOTAL ASSETS 226,364 215,661 (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). (b) Cash held at post offices as at 31 December 2013 (i.e. €612 million) has been reclassified to current banking assets, on the line “Cash and central bank deposits”, as a result of its transfer from the La Poste Network segment to the La Banque Postale segment which occurred in 2014 (see Note 23.2). 278 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 LIABILITIES Note (€ million) 31/12/2014 31/12/2013 (a) 3,800 3,800 900 900 3,276 2,879 Share capital Issue premium Reserves Unrealised gains and losses on financial instruments Actuarial adjustments on employee benefits Cumulative translation adjustments Net profit/(loss), Group share Equity, Group share Non-controlling interests Consolidated equity 888 613 (198) (80) (92) (120) 513 624 9,088 8,615 270 235 9,358 8,850 Medium- and long-term bonds and other financial debt 27 6,120 6,048 Employee benefits – non-current liabilities 29 1,912 1,685 Non-current provisions for contingencies and losses 26 172 114 Deferred tax liabilities 14 309 238 8,513 8,086 2,228 1,802 Non-current liabilities Current provisions for contingencies and losses Specific provisions for the Insurance and Banking activities 26 Current provisions for contingencies and losses 26 585 538 Short-term bonds and other financial debt 27 885 1,023 Current banking liabilities Liabilities to credit institutions 30.1 15,157 14,757 Liabilities to customers 30.2 167,251 166,583 Debt evidenced by a certificate and other financial liabilities 30.3 15,143 6,801 Accruals 20.5 1,995 2,022 31 4,321 4,357 38 34 29 683 663 208 146 Current liabilities 208,494 198,725 TOTAL LIABILITIES 226,364 215,661 Other current liabilities Trade and other payables Government – Income tax Employee benefits – current liabilities Other accruals – Liabilities (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). Registration document 2014 LE GROUPE LA POSTE 279 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Changes in consolidated equity 2014 (€ million) Unrealised Other unrealised Actuarial Cumulative gains and losses gains and losses adjustments Share Issue Unallocated translation on financial on financial on employee Other capital premium profit/(loss) adjustments instruments – CNP instruments benefits reserves Total, NonGroup controlling share interests Consolidated equity as at 31/12/2013 (restated) (a) 3,800 8,615 235 8,850 (171) (15) (186) (56) (56) (32) (89) 2 2 (6) (5) 698 47 746 513 27 539 Amounts after tax 900 Dividend payments 624 (120) 418 195 (80) 2,879 (171) Call options on non-controlling interests Purchase of non-controlling interests Appropriation of 2013 earnings (453) Comprehensive income for the year 513 Total 453 28 217 58 (118) Of which: f Net profit f Other comprehensive income 513 28 217 58 (118) 186 21 206 (0) (0) 43 42 3,276 9,088 270 9,358 (€ million) Unrealised Other unrealised Actuarial Cumulative gains and losses gains and losses adjustments Share Issue Unallocated translation on financial on financial on employee Other capital premium profit/(loss) adjustments instruments – CNP instruments benefits reserves Total, NonGroup controlling share interests Total Consolidated equity as at 31/12/2012 (restated) (a) 3,400 700 7,521 243 7,764 400 200 600 0 600 (171) (20) (191) 67 67 (1) 66 (43) (43) (6) (49) 630 22 653 624 23 646 7 (0) 6 Other CONSOLIDATED EQUITY AS AT 31/12/2014 3,800 900 513 (92) 635 253 (198) (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). Changes in consolidated equity 2013 Amounts after tax La Poste capital increase (b) Dividend payments 479 (45) 392 167 (110) 2,538 (171) Call options on non-controlling interests Purchase of non-controlling interests Appropriation of 2012 earnings (308) Comprehensive income for the year 624 308 (75) 26 28 28 Of which: f Net profit f Other comprehensive income 624 (75) 26 28 Other CONSOLIDATED EQUITY AS AT 31/12/2013 (RESTATED) (a) 3,800 900 624 (120) 418 195 28 2 9 11 (4) 7 (80) 2,879 8,615 235 8,850 (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). (b) The French government and Caisse des Dépôts exercised in April 2013 the 350 million equity warrants they were holding (decision of the Extraordinary General Meeting on 6 April 2011). 280 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 Consolidated cash flow statement 2013 (a) 2014 Group Nonbanking La Banque Postale Group Nonbanking La Banque Postale EBITDA 2,554 944 1,610 2,194 790 1,404 Change in provisions for current assets and unrecoverable receivables (261) (38) (223) (178) (26) (153) 0 0 0 5 5 0 (€ million) Note Miscellaneous financial income and expenses Cash flows from operating activities before cost of net debt and taxes 38.1 2,292 906 1,387 2,021 770 1,251 Change in working capital requirement 38.3 (12) (152) 140 10 26 (15) Change in cash held at post offices 23.2 CICE tax credit for the period (excluding provisions) Change in balance of banking sources and uses 38.4 Taxes paid Dividends paid by La Banque Postale to La Poste Dividends received from equity associates Cash flows from operating activities Purchase of intangible and tangible assets 38.5 Purchase of financial assets (21) (21) 108 108 (349) (346) (2) (255) (253) (2,371) (0) (2,371) (2,226) (99) 305 (404) (146) (0) 325 (325) 122 15 106 101 (246) 258 (258) 9 9 (0) (438) 1,030 (1,469) (478) 1,018 (1,496) (1,052) (844) (208) (989) (829) (160) (17) (16) (1) (22) Issue of subordinated notes by La Banque Postale Proceeds from the disposal of tangible and intangible assets 120 Proceeds from disposals of financial assets (2) (2,226) 120 0 132 (21) (1) (800) 800 125 7 16 16 0 28 26 1 (194) (156) (38) (163) (50) (113) 86 86 157 157 (1,040) (794) (246) (857) (1,391) 534 8 0 8 601 600 0 Dividends paid (186) (174) (12) (17) Interest paid (150) (150) Impact of changes in consolidation scope Change in financial assets held for investment purposes Cash flows from investing activities Capital increase (b) (175) (171) 405 405 (752) Proceeds from new borrowings 38.6 1,541 791 Repayment of borrowings 38.7 (830) (830) (752) (3) (3) (53) (9) (9) (9) (103) (103) (581) 581 557 (557) 372 (955) 1,327 (265) 353 (618) 388 1,580 Purchase of non-controlling interests Other cash flows from financing activities 38.8 Intra-group flows Cash flows from financing activities Decrease (increase) in cash and cash equivalents from banking activities before impact of changes in consolidation scope and transfer of cash held at post offices Impact of changes in exchange rates 38.9 388 4 750 (191) (171) 4 (4) 1,580 (4) Change in cash and cash equivalents (c) (715) (715) (23) (23) Opening cash and cash equivalents (c) 2,104 2,104 2,127 2,127 Closing cash and cash equivalents (c) 1,389 1,389 2,104 2,104 (0) (45) (0) (a) Amounts restated to account for the first-time application of IFRS 10 and IFRS 11 (see Note 3). (b) Of which €600 million received in 2013 in relation to La Poste’s capital increase decided in April 2011. (c) Excluding cash held at post offices. Registration document 2014 LE GROUPE LA POSTE 281 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Notes to the consolidated financial statements General items 284 Note 1 Significant events during the financial year 284 Note 2 Accounting Rules and Policies 285 Note 3 First-time application of new accounting standards 301 Note 4 Changes in the consolidation scope 310 Note 5 Segment reporting 311 Notes to the income statement Note 6 Revenues 318 Note 7 Net Banking Income 319 Note 8 Purchases and other external expenses 319 Note 9 Personnel expenses and headcount 320 Note 10 Taxes and levies 321 Note 11 Depreciation, amortisation, provisions and impairment 321 Note 12 Other operating revenue and expenses 322 Note 13 Financial profit/(loss) 322 Note 14 Income tax 323 Notes to the balance sheet 282 318 327 Note 15 Goodwill 327 Note 16 Intangible assets 330 Note 17 Tangible assets 331 Note 18 Equity associates 332 Note 19 Other financial assets 333 Note 20 Banking activities financial assets 335 Note 21 Inventories and work-in-progress 338 Note 22 Trade and other receivables 338 Note 23 Cash and cash equivalents 339 Note 24 Assets and liabilities held for sale 340 Note 25 Share capital 340 Note 26 Provisions for contingencies and losses 341 Note 27 Bonds and other financial debt 343 Note 28 Net debt 348 Note 29 Employee benefits 349 Note 30 Banking activities financial liabilities 354 Note 31 Trade and other payables 356 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Additional information 20 357 Note 32 Information on risks excluding Banking activities 357 Note 33 Information on risks relating to banking activities 359 Note 34 Additional information on financial instruments 383 Note 35 Related-party transactions 396 Note 36 Off-balance sheet commitments and contingent liabilities 397 Note 37 Banking activities balance sheet 403 Note 38 Notes to the consolidated cash flow statement 405 Note 39 Fees paid to the Statutory Auditors 409 Note 40 Post-balance sheet events 410 Note 41 Scope of consolidation 410 Note 42 Other unconsolidated equity investments – excluding France 419 Registration document 2014 LE GROUPE LA POSTE 283 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements General items Comparative data for 2013 in the notes to the financial statement have been restated to account for the first-time application of IFRS 10 and IFRS 11. The details of the restatements are shown in Note 3. NOTE 1 Significant events during the financial year 1.1 New governance of Le Groupe La Poste 1.2 La Banque Postale bond issue 1.3 Investigation by the French Competition Authority on the parcel delivery industry 1.1 New governance of Le Groupe La Poste 1.2 La Banque Postale bond issue Le Groupe La Poste presented in April 2014 its new strategic plan “La Poste 2020: Conquering the future”. As part of this plan, a new corporate governance will be implemented, organised around five business units: On 11 April 2014, La Banque Postale carried out a €750 million bond issue. This was the third issue of Tier 2 securities by La Banque Postale, the first having been carried out in November 2006 for €500 million and redeemed in 2011, and the second having been carried out in November 2010 for €750 million. f Mail-Parcels-Services; f La Banque Postale; f GeoPost; f La Poste Network; f Digital Services. As a result of this new organisation, the segment reporting reviewed by Group Management was modified, as detailed in Note 5. This issue, done in the form of redeemable subordinated securities (Lower Tier 2), was primarily taken up by European institutional investors. This issue can be converted into senior debt in the event of regulatory hurdles. It is also hedged at fair value. 1.3 Investigation by the French Competition Authority on the parcel delivery industry The French Competition Authority is currently investigating the various parcel delivery players in France. A grievance notice was issued on 30 June 2014. 284 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 2 Accounting Rules and Policies 2.1 Accounting guidelines 2.2 Valuation basis and use of estimates 2.3 Consolidation methods 2.4 Translation of financial statements of foreign companies 2.5 Foreign currency transactions 2.6 Consolidation of the La Banque Postale segment 2.7 Business combinations 2.8 Operating revenue 2.9 Taxes 2.10 Intangible assets 2.11 Tangible assets 2.12 Impairment of goodwill, intangible assets and tangible assets 2.13 Other financial assets 2.14 Banking activities assets and liabilities 2.15 Bond debt and financial derivatives relating to the management of the bond debt 2.16 Commitments to buy out non-controlling interests 2.17 Inventories and work-in-progress 2.18 Trade receivables 2.19 Provisions 2.20 Employee benefits 2.21 Assets held for sale 2.22 Cash flow statement La Poste, the parent company of Le Groupe La Poste (“Le Groupe La Poste” or “the Group”) has been a société anonyme (public limited company) since 1 March 2010, and has its registered office at 44, boulevard de Vaugirard in Paris. It had previously been an independent state-owned entity, which was already subject to the same financial management and accounting rules as commercial businesses. The consolidated financial statements of Le Groupe La Poste for the year ended 31 December 2014 were signed off by the Board of Directors (at its meeting on 24 February 2015), and the General Shareholders’ Meeting will be asked to approve them. 2.1 Accounting guidelines Pursuant to European Regulation No. 1606/2002 of 19 July 2002, the consolidated financial statements of Le Groupe La Poste for the year ended 31 December 2014 were prepared in accordance with international financial reporting standards (IFRS) as adopted by the European Union. These standards are available on the website of the European Commission (www.ec.europa.eu/internal_market/ accounting/ias/index_fr.htm). The accounting principles applied as at 31 December 2014 are unchanged from those applied as at 31 December 2013, except for the items described in Point 2.1.1 below. Registration document 2014 LE GROUPE LA POSTE 285 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 2.1.1 Standards and application interpretations that are mandatory for the first time in 2014 IFRS 10 – Consolidated financial statements IFRS 10 supersedes IAS 27 and SIC 12. It defines a single model for control, based on the ability of the investor to affect the returns from an entity through its power over this entity. The effects on the Group’s consolidated accounts of the first-time application of this standard are presented in Note 3. IFRS 11 – Joint arrangements IFRS 11 supersedes IAS 31, and makes the equity method mandatory for joint arrangements classified as joint ventures. The effects on the Group’s consolidated accounts of the first-time application of this standard are presented in Note 3. 2.1.2 Standards and application interpretations that will be mandatory after 31 December 2014 and that were not applied in advance Le Groupe La Poste did not apply in advance the IFRIC 21 – Levies interpretation, whose application date is after 31 December 2014. The expected impact on the Group annual consolidated accounts of the application of this interpretation is not significant. The potential impacts of IFRS 15 - Revenue from Contracts with Customers on the Group’s consolidates accounts are under review. Moreover, the potential impacts of IFRS 9 – Financial instruments, will be analysed after its adoption by the European Union. IFRS 12 – Disclosure of interests in other entities 2.1.3 Reminder of the exemptions to the retrospective application of IFRS retained on first application of IFRS This text requires disclosures about an entity’s interests in subsidiaries, joint arrangements, associates and unconsolidated ‘structured entities. The related additional information is provided in Note 3.2. As a first time adopter on 1 January 2006, Le Groupe La Poste had applied the following exemptions provided for by IFRS 1 – First time Adoption of International Financial Reporting standards as at that date: IAS 27 revised – Separate financial statements f business combinations prior to 1 January 2006 were not restated; This text deals only with separate financial statements and, as such, is not applicable to Le Groupe La Poste. f the cumulative amount of translation adjustments as IAS 28 revised – Investments in associates and joint ventures f the cumulative amount of actuarial gains and losses on This text defines the concept of significant influence and the equity consolidation method. It did not have any impact on the Group’s financial statements as at 31 December 2014. f the Group chose the option that allows tangible assets at 1 January 2006 was reclassified under consolidated reserves, while the equity amount remained unchanged; employee commitments was recognised through equity as from 1 January 2006; to be measured at fair value as at the transition date for all of its real estate assets. Amendments to IAS 36 – Recoverable amount disclosures for non-financial assets This text did not have any impact on the Group’s financial statements as at 31 December 2014. Amendments to IAS 32 – Offsetting financial assets and financial liabilities This text did not have any impact on the Group’s financial statements as at 31 December 2014. Amendments to IAS 39 – Novation of derivatives and continuation of hedge accounting This text did not have any impact on the Group’s financial statements as at 31 December 2014. 286 Registration document 2014 LE GROUPE LA POSTE 2.2 Valuation basis and use of estimates The consolidated financial statements are prepared using the historical cost method, with the exception of certain financial instruments measured at fair value. When preparing the financial statements, the Group is required to make the best possible estimates and to select assumptions that affect the values of assets and liabilities in the balance sheet, and the contingent assets and liabilities disclosed in the notes to the consolidated financial statements, as well as the income and expenses in the income statement. The actual amounts may subsequently differ from the estimates and assumptions. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The items primarily concerned are: f the calculation of employee benefits; f the estimates for provisions for contingencies and losses, especially the Home Loan Savings provision; f the assumptions selected for impairment tests on goodwill and on intangible and tangible assets; f the measurement of financial instruments not listed on organised markets; f the credit risk assessments performed by La Banque Postale; f the assumptions and estimates used to measure the effectiveness of hedges. 2.3 Consolidation methods 2.3.1 Full consolidation Subsidiaries that are controlled by the Group are fully consolidated. Control is defined as the power over the relevant activities of the investee, exposure to variable returns from the investee and the ability to user its power to affect these returns. 2.3.2 Equity method Associates and joint ventures are accounted for under the equity method. Joint ventures are those joint arrangements whereby the parties that have joint control of the arrangement have rights to the net assets of the arrangement. Joint control is defined as the sharing of control over a company operated in common by a limited number of partners or shareholders, in such a way that they unanimously set the financial and operating policies. Associates are entities over which the Group has significant influence. Significant influence is defined as the power to participate in the financial and operating policies of a company, without having exclusive or joint control over that company. Shares accounted for under the equity method are recorded in the balance sheet under “Investments in joint ventures and associates” at their historical cost adjusted for the share of net assets earned subsequent to the acquisition, less impairment. 20 Their profits or losses are presented in the consolidated income statement under “Share in profits of joint ventures and associates”. 2.3.3 CNP Assurances Le Groupe La Poste considers that it has significant influence over CNP Assurances due to its close business ties with the company and its representation on its governing bodies. La Poste sold 2% of its holding in CNP Assurances to the Caisses d’Épargne Group in 2000, as part of the restructuring of CNP Assurances’ share capital. This sale was accompanied by the Caisses d’Épargne Group’s agreement to sell back the shares, enabling Le Groupe La Poste to recover its shareholding when the shareholders’ agreement expires. In Le Groupe La Poste’s consolidated financial statements, it was considered that the Group would continue to bear the risks and enjoy the benefits relating to these shares. As a result, the 20.15% interest in CNP Assurances, which includes the 2% interest held by the Caisses d’Épargne Group, is accounted for under the equity method. 2.3.4 Non-material controlled entities Non-material and/or dormant entities, the consolidation of which would not have a material impact on the presentation of a true and fair view of the net assets, financial position or profits and losses of the Group’s business activities, are not consolidated. 2.3.5 Intra-group transactions All material transactions between consolidated companies, and proceeds on internal disposals, are eliminated. 2.3.6 Acquisition and disposal of non-controlling interests Acquisitions and disposals of non-controlling interests that do not result in a change in control over the company in question are recognised in equity. 2.4 Translation of financial statements of foreign companies The consolidated financial statements are presented in euros, which is the functional and reporting currency for La Poste, the Group’s parent company. Registration document 2014 LE GROUPE LA POSTE 287 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The financial statements of all Group companies that use a functional currency other than the reporting currency are converted into the reporting currency in the following manner: the balance sheets of foreign companies are converted into euros based on the closing exchange rate, and their income statements are converted based on the average rate for the financial year. The resulting translation adjustments are recorded directly in the consolidated balance sheet in equity, under “Translation reserves”. Goodwill and fair value adjustments resulting from the acquisition of a foreign operation are treated as the assets and liabilities of the foreign operation and converted at the closing exchange rate. Exchange differences stemming from transactions consisting of net investments between Group companies are recognised in balance sheet equity under “Translation reserves”. Foreign exchange differences resulting from the translation of loans and other foreign exchange instruments designated as hedging instruments for these net investments are charged to equity on consolidation. When a foreign operation is disposed of, the translation adjustments initially recognised in equity are recognised under gains and losses on disposal in the income statement. 2.5 Foreign currency transactions Transactions denominated in foreign currencies are recognised based on the applicable exchange rates at the recognition date. At the closing date, assets and liabilities denominated in foreign currencies are translated at the applicable closing rate. Foreign exchange differences arising on transactions denominated in foreign currencies are recognised on the “Net foreign exchange gains/(losses)” line under “Other financial income” in the income statement (see Note 13). 2.6 Consolidation of the La Banque Postale segment In order to improve the clarity of financial statements, specific La Banque Postale segment items relating to banking and insurance activities have been combined on separate lines in the consolidated balance sheet and consolidated income statement. A detailed presentation of these items is provided in the notes, in accordance with the requirements listed in the IFRS guidelines. Comments on the principles applied are presented in the Notes 2.8 – Operating revenue and 2.14 – Banking activities assets and liabilities. 288 Registration document 2014 LE GROUPE LA POSTE 2.7 Business combinations Business combinations are recognised according to the acquisition method, in line with the provisions of IFRS 3 – Business Combinations. When an exclusively controlled company is first consolidated, the acquisition cost represents the fair value of the assets transferred, the equity instruments issued, and of the liabilities incurred or assumed at the date of exchange, plus any contingent consideration. Goodwill represents the excess of the cost of the business combination over the Group’s share in the fair value of the assets, liabilities and contingent liabilities of the acquired company. Negative goodwill is immediately recognised in income in the year in which the acquisition is made. Goodwill is not amortised and is subject to impairment tests at least once a year, and whenever there are indications that it may have been impaired, using the method described in Note 2.12. 2.8 Operating revenue 2.8.1 Revenues from commercial activities Revenues from the sale of goods or services are recognised upon transfer of the major risks and rewards of ownership to the customer. They are recognised as and when the related service is provided, except for postage stamps and pre-paid envelopes, where revenue is recognised at the time of sale (except in exceptional circumstances). As a result, the time taken to deliver mail and parcels is taken into consideration when assessing revenues at the balance-sheet date. 2.8.2 Net Banking Income Net Banking Income in the consolidated income statement is the net difference between La Banque Postale and all its subsidiaries’ banking operating revenue and expenses. It is prepared in accordance with the accounting rules applicable to banks. A breakdown of Net Banking Income is provided in Note 7. 2.9 Taxes The La Poste parent company has opted for a tax consolidation regime where it is the umbrella company. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Deferred taxes are recognised whenever there is a timing difference between the book value of balance sheet items and their taxable value. Deferred taxes recognised in prior financial years are altered to reflect any tax rate changes. The corresponding impact is recorded as an increase or decrease in the deferred tax expense in the income statement unless it relates to items recorded directly in equity, in which case the tax is recorded in equity. All deferred tax liabilities relating to taxable timing differences are recognised. Deferred tax assets resulting from timing differences, tax loss carry-forwards and tax credits are recognised if they are likely to be recovered (i.e. insofar as it is likely that future taxable profit will be available against which the timing differences can be charged). The assessment is based on the scheduled reversal dates for all the deferred tax bases, using the entity’s best estimates of the future changes in its taxable profit (see Note 14). Deferred tax assets and liabilities are offset within a single taxable entity. 2.10 Intangible assets IAS 38 – Intangible Assets defines an intangible asset as an identifiable non-monetary asset without any physical substance (i.e. arising from legal or contractual rights or a separable asset). Intangible assets primarily involve software and leasehold rights, and are recorded at their acquisition cost less amortisation and impairment. Software is amortised on a straight-line basis over its useful life, usually a period of one to three years. Leasehold rights are not amortised. Research and development costs Research costs are expensed in the year in which they are incurred. 20 f the Group has shown its intention to complete the intangible asset and to use or sell it; f the Group has shown that the asset will generate likely future economic benefits; f the Group has shown that appropriate technical, financial and other resources are available to complete the development of the intangible asset, and to use or sell it; f expenditure attributable to the intangible asset during its development can be reliably measured. This expenditure, which is capitalised as intangible assets, is amortised on a straight-line basis over the useful life of the asset (usually three years and up to a maximum of five years) from the time they are commissioned. Development expenditure that does not satisfy the above criteria is expensed in the year in which it is incurred. 2.11 Tangible assets Tangible assets consist primarily of land, buildings, plants, tools, equipment and computer hardware. They are recorded at cost less depreciation and impairment. 2.11.1 Acquisition cost of a tangible asset Only expenditure giving rise to a controlled resource as a result of past events and from which the Group expects to generate future economic benefits is capitalised. The incidental costs directly attributable to the acquisition of non-current assets or to bringing them into working condition are included in the cost of the non-current asset. Borrowing costs are included in the purchase cost of qualifying assets, in accordance with IAS 23 – Borrowing Costs. Investment subsidies received in respect of the acquisition of a non-current asset are recorded as balance sheet liabilities and recognised in income over the useful lives of the underlying assets for which they were awarded. Development costs are recorded as intangible assets, provided that: f the project has a good chance of being technically viable; f the Group has sufficient human and material resources to produce the intangible asset; Registration document 2014 LE GROUPE LA POSTE 289 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 2.11.2 Breakdown of the original value of non-current assets by component A component is a part of a non-current asset that has a different useful life, or that generates economic benefits at a rate that differs from that of the overall non-current asset. Le Groupe La Poste has identified the following components: Non-current assets Components Real Estate portfolio Structural frame, roof, joinery and external works, large equipment items, small equipment items, fixtures and fittings, and land Sorting machines Mechanical parts, intelligence, peripherals a fourth component (feeders and measuring instruments) has been identified for parcel sorting machines Sorting-area equipment Mechanical parts, intelligence TGV railcars Frame, servicing, interior fittings Automated teller machines Machine, installation 2.11.3 Depreciation periods Tangible assets are depreciated on a straight-line basis over their useful life. The average useful lives are: Non-current assets Depreciation period Buildings Structural frame 20 to 80 years Roof 20 to 60 years Joinery and external works 20 to 40 years Large equipment items 15 to 20 years Small equipment items, fixtures and fittings 5 to 10 years Machinery and equipment Sorting machines 5 to 15 years Sorting-area equipment 5 to 8 years Office and computer equipment 3 to 5 years Office furniture 10 years ATMs 5 to 10 years Transportation vehicles (other than TGV railcars) TGV railcars Land is not depreciated. 290 Registration document 2014 3 to 5 years 15 to 30 years LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 2.11.4 Finance leases Leases where the Group assumes, in substance, all the risks and benefits, are deemed to be finance leases. An asset acquired under a finance lease is recognised at the lower of fair value or the present value of minimum future payments as at the date the lease is signed, less cumulative depreciation and impairment. Leases that meet the definition of a finance lease, but where the restatement would not have a material impact on the presentation of a true and fair view of the net assets, financial position or profits or losses of the Group’s business activities, are treated as operating leases. 2.12 Impairment of goodwill, intangible assets and tangible assets Goodwill and intangible assets with indefinite useful lives are systematically tested for impairment at least once a year, and whenever an indication that the asset may be impaired is identified. Other intangible and tangible assets are only tested for impairment where there is an indication that they may have been impaired. An impairment test involves comparing the net book value of an asset, or of the Cash Generating Unit (CGU) to which it belongs with its recoverable value, which is the higher of its fair value less sale costs and its value-in-use. Where the recoverable amount of a capitalised asset or group of assets falls below net book value, an impairment is recognised to bring the book value in line with the recoverable amount. Fair value less sale costs represents the amount that could be obtained by selling an asset at the measurement date in an arms’-length transaction, net of any disposal costs. The value-in-use of an asset or group of assets is the present value of the future cash flows expected to arise from using the asset or Cash Generating Unit. The value-in-use of goodwill is determined based on the forecast net cash flows set out in business plans, and on the assumptions approved by the Group as part of the budgetary process. These forecasts generally cover a five-year period, beyond which cash flows are extrapolated to infinity using a low growth rate, which usually corresponds to inflation. The cash flows are discounted applying the weighted average cost of capital for each relevant asset or group of assets. 20 2.13 Other financial assets 2.13.1 Other non-current financial assets This item primarily includes: f loans granted for local authority housing, recorded at their amortised cost under the effective interest rate method. Provisions are recorded so as to take the maturities and repayment terms of these loans into account, as well as the estimated risk of non-recovery; f unconsolidated investments classified under “Available- for-sale financial assets” and measured at fair value at the balance-sheet date. Changes in fair value are recorded in equity. When the shares are disposed of, the changes in fair value previously recognised in equity are transferred to income. Dividends received from unconsolidated investments are recognised as financial income in the year in which the decision to pay a dividend is made. In the event that no active market exists, and where the fair value cannot be reliably determined using alternative measurement methods, they are retained on the balance sheet at cost. An impairment is recorded where there is an objective indication of a permanent reduction in their current value. The current value is determined based on the most appropriate financial criteria for each company’s specific position. The criteria that are usually selected are the share of equity held and the profitability outlook; f the non-current portion of the fair value of financial derivatives relating to La Poste’s bonds (see Note 27). 2.13.2 Other current financial assets These primarily involve the current portion of the fair value of financial derivatives relating to La Poste’s bonds (see Notes 2.15 and 27). 2.14 Banking activities assets and liabilities The Banking activities’ financial assets and liabilities are classified under one of the following four categories: loans and receivables, financial assets and liabilities at fair value through profit or loss, held-to-maturity investments and available-for-sale financial assets. Registration document 2014 LE GROUPE LA POSTE 291 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 2.14.1 Banking activities loans and receivables Loans and receivables are fixed or determinable-income non-derivative financial assets that are not listed on an active market. They include loans and receivables due from credit institutions and customers. Following their initial recognition, they are recognised at amortised cost under the effective interest rate method and can be subject to impairment, where appropriate. The effective interest rate is the exact interest rate that discounts the future cash flows to the loan’s initial fair value. It includes the transaction costs relating directly to the loan issue, which are deemed to form an integral part of the loan yield. Exceptionally, some securities may be recognised in this category. They then follow the accounting, measurement and impairment rules for loans and receivables. Banking activities loans and receivables are recognised in the “Customer loans and receivables (Banking activities)” or “Credit institution receivables (Banking activities)” balance sheet items, depending on the type of counterparty. Downgrading of banking activities loans and receivables The downgrade process applies to outstanding overdrafts, property loans and consumer loans. Active accounts and closed accounts are downgraded in respect of outstanding overdrafts. Downgrading outstanding overdrafts on active accounts has the effect of downgrading performing loans to doubtful performing loans. Downgrades are performed on a monthly basis and take the amount and length of the overdraft for each account into consideration. Closing the account results in downgrading the receivable to a doubtful non-performing loan. Receivables for very small amounts are directly recognised as losses. Property loans six or more months in arrears are downgraded to doubtful performing loans; in the case of consumer loans these are accounts that present a proven risk and have at least three payments in arrears at monthend, or loans where an application for a debt management plan has been filed with the Banque de France even if there are no payment issues relating to these loans, or loans with no payment issues classified as being in default due to their being affected by another loan to the same customer that is in default. Cancellation of the loan results in the receivable being downgraded to doubtful non-performing status. Moreover, loans are systematically classified as non-performing doubtful loans one year after they are classified as doubtful. 292 Registration document 2014 LE GROUPE LA POSTE In accordance with the contagion principle, all outstanding loans to the same account holder are downgraded as soon as one receivable with this account holder is downgraded. Impairment of loans on an individual basis The Group begins by identifying whether there is objective evidence of an event occurring after the granting of a loan – or group of loans – that is likely to lead to a loss in value. This can involve loans at least three months in arrears, loans subject to legal proceedings or loans where the counterparty’s financial position has deteriorated, and is resulting in a risk of default. An impairment is then recognised, based on the difference between the book value and the expected flows discounted at the original effective interest rate, which are determined by taking account of the debtor’s financial position and the present value of any guarantees received. In the case of terminated non-performing loans backed by a guarantee where the amount outstanding is greater than a given minimum amount, an expert appraisal is performed in order to determine the amount of the provision. For amounts below that threshold and for unimpaired loans, a prudent estimate is made, which factors in the acquisition cost of the asset. Loans guaranteed by a private individual, and unguaranteed loans, are impaired in full. The amount of the impairment is recognised in “Cost of risk” in the income statement, and the value of the financial asset is reduced through recording an impairment charge. Collective impairment of loans In addition, loans that are not impaired on an individual basis are impaired on a collective basis. This process involves a group of “sensitive loans” that form a subcategory in performing loans: they show preliminary signs of default (with one or more payments less than 180 days in arrears) but their status has not yet been downgraded to doubtful. These loans are provisioned on the basis of a likely downgrade, which is calculated based on historical observations. The risk of loss that takes the nature of the guarantee into account is calculated in the same way as for doubtful cases, and is the subject of a provision, based on the discounted recoverable cash flows. The amount of the impairment is recognised in “Cost of risk” in the income statement, and the value of the financial asset is reduced through recording an impairment charge. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 Impairment of overdrafts 2.14.4 Available-for-sale financial assets Provisions recorded for overdrafts on active post office bank accounts factor in the loan recovery performance for the previous year according to the level of risk. The “Available-for-sale financial assets” category is the default category defined by IAS 39. It includes fixed-income securities and equities that do not fall into the two previous categories. The Group’s income statement shows the cost of risk for the Banking activities, which includes losses on irrecoverable receivables and changes in provisions on doubtful loans, as well as recoveries of written-off receivables. The cost of risk is shown on the “Depreciation, amortisation and provisions” line of the consolidated income statement. 2.14.2 Financial assets at fair value through profit or loss This category includes securities held for trading purposes, together with securities designated from the outset as belonging to this category by the Group. The Group thus measures some structured issues at fair value through profit or loss, together with some components of composite financial instruments without splitting out embedded derivatives that should be recognised separately. Securities classified in this category are initially recognised at their market value, while transaction costs are directly expensed. They are subsequently measured at fair value at each balance-sheet date, and the change in fair value is recognised in income, along with dividends from variableincome securities and gains and losses on disposal, under “Net gains and losses on financial instruments at fair value through profit or loss”, which is included in Net Banking Income (see Note 7). Income received on fixed-income securities is recorded under “Interest and similar income”. 2.14.3 Financial assets held to maturity This category includes fixed-or determinable-income securities that the Group intends and has the ability to hold to maturity. Held-to-maturity investments are recorded at amortised cost using the effective interest rate method, which includes all premiums and discounts, as well as their purchase costs. Income received on these securities is recognised under “Interest and similar income”, which is included in Net Banking Income. In the event that there is an objective indication of impairment, a provision is recorded for the difference between the book value and the estimated recoverable value discounted at the original effective interest rate. In the event of a subsequent improvement, the excess provision, which is redundant, is written back. Securities classified in this category are initially recognised at their acquisition cost, plus transaction costs and accrued coupons. At the balance-sheet date, they are measured at fair value and any changes in that fair value are recorded in equity under “Unrealised gains and losses on financial instruments”. In the event of a disposal or permanent impairment, the unrealised gains and losses recorded in equity are reversed in income under “Net gains and losses on available-for-sale financial assets”. In the event of a prolonged or material reduction in the fair value of treasury shares, an impairment charge is recorded on available-for-sale financial assets. The same applies to debt securities in the event of a significant deterioration in credit risk. The fall in the fair value of a security is deemed to be material when an equity instrument has lost at least 40% of its value between the acquisition date and year-end. When such objective evidence of impairment is observed, the aggregate unrealised loss that had hitherto been directly recognised in equity is automatically recognised in the income statement. The fall in the fair value of a security is assumed to be long-term when the ongoing fall extends over a period of more than 24 months. In this case, the Group examines whether there are grounds to recognise the impairment charge in profit or loss, depending on the level of significance of the unrealised losses. This approach does not rule out the line-by-line examination of objective evidence of impairment. Moreover, the CNP Assurances group uses specific criteria to determine evidence of impairment on securities available-for-sale as part of its insurance company management process. These criteria are not re-estimated when CNP Assurances is included in the Group’s consolidated financial statements via the equity method, in order to take account of the management and risk framework that is inherent to CNP’s business. For debt instruments like bonds, an impairment charge is recorded when there is a proven counterparty risk. Impairment losses on variable-income securities, recognised in profit or loss, cannot be reversed while the instrument remains on the balance sheet. They are recorded in “Net gains or losses on available-for-sale financial assets”. Impairment losses on fixed-income securities can be reversed and recognised in the cost of risk when they relate to credit risk. Registration document 2014 LE GROUPE LA POSTE 293 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 2.14.5 Reclassification of financial assets A financial asset with a fixed or determinable yield, which was initially recognised in the “Available-for-sale financial assets” category, but which is no longer tradable on an active market after its acquisition, and which the Group intends and is able to hold for a foreseeable period or until maturity may be reclassified in the “Loans and Receivables” category. Reclassifications are carried out at market value on the date of reclassification, and financial assets transferred in this way are then valued according to the rules applicable to their new category. The transfer price at the reclassification date represents the initial cost of the asset when determining potential impairment charges. A new effective interest rate is then calculated in order to bring this new balance into line with the instrument’s redemption value. At the same time, profits and losses that were previously recorded in equity are amortised through profit or loss over the residual life of the instrument, using the effective interest rate method. 2.14.6 Financial derivatives (Banking activities) Derivatives held for transaction purposes Derivatives belong to the category of financial instruments held for transaction purposes, except for derivatives that are used for hedging purposes. Their fair value is recognised in the balance sheet in “Financial instruments at fair value through profit or loss”. Changes in fair value and interest accrued or not due are recognised in net gains or losses on financial instruments at fair value through profit or loss. Hedging derivatives Derivatives that qualify as hedging instruments according to IAS 39 criteria are classified in the “Fair value hedges” or “Cash flow hedges” category, depending on the circumstances. Other derivatives are classified in “Assets or liabilities at fair value through profit or loss” by default, even if they have been entered into in order to hedge one or several transactions from an economic perspective. In order to classify a financial instrument as a hedging derivative, the Group must establish the hedging relationship from the outset (hedging strategy, description of the risk hedged, the item hedged, the hedging instrument and the method used to assess its effectiveness). Effectiveness is assessed when the hedge is put in place and at each balance-sheet date while it remains in place. Depending on the nature of the hedged risk, the derivative is designated a fair value hedge, a cash flow hedge or a foreign exchange hedge linked to a net investment in a foreign operation. Fair value hedges Fair value hedges enable exposure to fluctuations in the fair value of financial assets or liabilities to be hedged; they are primarily used to hedge interest-rate risk on fixed-rate assets and liabilities and on sight deposits, according to the options approved by the European Union. Any revaluation of the derivative is recognised in profit or loss in a way that mirrors the revaluation of the item hedged. Gains or losses attributable to the hedged risk are recognised in “Net gains or losses on financial instruments at fair value through profit or loss” in the income statement. As soon as the hedging relationship becomes effective, movements in the fair value of the hedged item are mirrored by the movements in the fair value of the hedging instrument. Any potential ineffectiveness of the hedge is directly recognised in the income statement. The portion relating to the accrued income or expenses of the derivative is recognised in “Income and interest expense” in the income statement at the same time as the interest income and expense relating to the hedged item. As soon as the derivative instrument no longer meets the effectiveness criteria specified by the standard, and especially if it is sold, hedge accounting is prospectively discontinued: the derivative is transferred to “Financial assets at fair value through profit or loss” or “Financial liabilities at fair value through profit or loss” while the revaluation of the hedged item is amortised over the period remaining based on the initial life of the hedge. In the event that the hedged item is sold or redeemed, the hedging instrument, which no longer qualifies as a hedging instrument but still exists, remains on the balance sheet and is accounted for at fair value through profit or loss. A gain or loss on the sale of the hedged item may be recognised in profit or loss. Macro-hedges The Group applies the provisions of IAS 39 as adopted by the European Union to macro-hedging transactions which are performed as part of the asset and liability management of fixed-rate positions. Macro-hedging instruments are primarily interest rate swaps designed as fair value hedges for the Group’s fixedrate resources. Macro-hedging derivatives are accounted for according to the same principles as those described above. The revaluation of the hedging component is recognised in “Revaluation differences on portfolios hedged against interest-rate risk”. 294 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Cash flow hedges Cash flow hedges are used to hedge exposure to movements in cash flows from financial assets or liabilities, firm commitments or future transactions. More specifically, they are used to cover interest-rate risk on reviewable-rate assets and liabilities. The effective portion of movements in the fair value of a derivative instrument is entered on a specific line in equity, while the ineffective portion is recognised in profit or loss in “Net gains or losses on financial instruments at fair value through profit or loss”. The portion corresponding to the rediscounting of the financial derivative is entered on the income statement in “Interest income and expenses on hedging transactions” symmetrically to the interest income and expenses relating to the hedged item. The hedged instruments continue to be recognised according to the rules applicable to their accounting category. In the event of a breakdown in the hedging relationship, or as soon as the derivative instrument no longer meets the effectiveness criteria specified by the standard, or especially if it is sold, the hedge accounting ceases. The aggregate amounts entered in equity in respect of the revaluation of the hedging derivative are gradually transferred to profit or loss as interest income or expense, or immediately recognised in profit or loss. In the event that the hedged item is sold or redeemed, the derivative is reclassified in “Financial assets at fair value through net income”, while the revaluation of the hedged item entered in equity is immediately recognised in profit or loss. Embedded derivatives An embedded derivative is a component of a hybrid contract. It is separated out of the host contract and recognised separately when its economic characteristics and the related risks are not closely linked to those of the host contract, except where the hybrid instrument is valued at fair value through profit or loss. Day one profit The Group generates no profit on the trading of structured instruments. 20 the latter has suffered due to the failure of a specifically designated creditor to make a payment on a debt instrument. The financial guarantees provided are valued at their initial fair value at the date into which they were entered. They are subsequently valued at the higher of the amount of the commitment and the amount initially recorded, less the commission guarantee, where applicable. 2.14.8 Debt (Banking activities) Liabilities to credit institutions and customers Liabilities to credit institutions and liabilities to customers are broken down according to their initial maturity or nature: sight debt (sight deposits and ordinary accounts) or long-term debt (special scheme savings accounts). These liabilities include securities sold under repurchase agreements and loaned securities. Debt evidenced by a certificate Issued financial instruments are classified as debt instruments where the issuer is required to pay out cash or some other financial asset, or furthermore, to exchange instruments on potentially disadvantageous terms. Debt securities consist of negotiable debt securities issued by La Banque Postale. The debt is initially recognised at nominal value and is then valued at amortised cost using the effective interest rate method at subsequent balance-sheet dates. Distinction between debt and equity: Undated deeply subordinated notes A debt instrument or financial liability constitutes a contractual obligation to pay out cash or some other financial asset, or to exchange instruments under potentially disadvantageous terms. An equity instrument is a contract that evidences a residual interest in an entity’s net assets. Subordinated notes are classified as debt instruments or equity according, in particular, to the analysis of their features, and more specifically, according to their compensation method, depending on whether it is discretionary or not. Financial guarantees In view of the conditions set forth by IAS 32, in order to analyse the contractual substance of these instruments, and taking their contractual features into consideration, the undated deeply subordinated notes issued by Groupe CNP Assurances are considered “debt instruments”. A contract meets the definition of a financial guarantee if it includes an indemnity principle according to which the issuer shall compensate the beneficiary for losses that Subordinate debentures issued that can be converted into ordinary shares also meet the “debt instrument” classification criteria, even if the coupons are treated 2.14.7 Guarantee commitments Registration document 2014 LE GROUPE LA POSTE 295 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements as dividends deducted from equity. Deferred tax assets associated with the distribution of coupons representing a tax saving are ancillary to the coupons paid, and therefore are recognised through equity in line with the recognition of coupons. In accordance with IAS 32, subordinate debentures issued that can be converted into ordinary shares have been analysed as hybrid instruments comprising a debt component and an equity component. 2.14.9 Deconsolidation of financial assets or liabilities Financial assets are deconsolidated when the contractual rights to the cash flows attached to the financial asset expire, or when those rights and virtually all the risks and benefits of ownership have been transferred to a third party. When certain risks and advantages have been transferred, and while control of the financial asset is retained, that asset remains on the balance sheet so as to reflect the ongoing involvement in the asset concerned. A gain or loss on disposal is then recorded in the income statement, in an amount equal to the difference between the book value of the asset and the value of the consideration received. Financial liabilities are deconsolidated when the contractual obligation is settled, cancelled, or when it expires. Repurchase agreements The assignor does not derecognise the securities. The Group records a liability that represents its commitment to refund the cash received. This debt represents a financial liability, which is recorded at amortised cost, and not at fair value. The assignee does not recognise the assets received, but recognises a receivable on the cash loaned by the assignor. At subsequent balance-sheet dates, the assignor continues to value the securities according to the rules applicable to their original category. The nominal value of the receivable is shown in loans and receivables. The lending and borrowing of securities cannot be treated as a financial asset transfer according to IFRS. Therefore, these transactions cannot result in the deconsolidation of the loaned securities. They continue to be recognised in their original accounting category and valued in accordance with the rules of that category. Borrowed securities are not recognised. Registration document 2014 The financial assets and liabilities of the Group’s insurance companies are mostly valued and recognised according to the provisions set out in IAS 39. However, the following policies are recognised according to IFRS 4: f insurance policies that include a contingency clause for the policy holder. This category includes policies for personal risk, retirement, property damage and unitlinked savings policies with a guaranteed minimum return; f financial contracts issued by the insurer that include a discretionary profit-sharing (PS) clause. In accordance with the provisions of IFRS 4, local guidelines for valuing underwriting reserves are retained for both types of contract. Financial contracts governed by IAS 39 correspond to investment contracts with no discretionary with-profits clause, i.e. unit-linked savings policies with no eurodenominated or minimum guarantee. Pursuant to the “shadow” accounting principles set out in IFRS 4, a provision for deferred profit-sharing is recorded for insurance policies that include a discretionary withprofits clause. This provision is determined in a way that reflects the potential rights of policyholders to share in unrealised gains on financial instruments valued at fair value, or in potential losses in the event of unrealised losses on those instruments. At each year-end, the Group’s insurance companies perform a liability adequacy test, which consists in checking that the insurance liabilities recognised, net of deferred acquisition costs and related tangible assets, are adequate on the basis of current estimates of future cash flows from insurance policies and from financial contracts with discretionary profit-sharing clauses. Underwriting and actuarial provisions Underwriting provisions represent commitments to policyholders. Securities lending transactions 296 2.14.10 Insurance activities LE GROUPE LA POSTE Actuarial provisions on euro-denominated policies correspond to the difference between the current value of the insurer’s and the policyholder’s commitments. Life insurance provisions are recorded based on discount rates that are at most equal to prudently-estimated rates of return on the underlying assets. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The net present value of commitments is calculated by choosing a discount rate that is at most equal to the pricing rate of the policy involved, and by using statutory mortality tables or tables based on experience if they are more cautious. Lower interest rates are factored in to investment income discount rate calculations when the rate is deemed to be too high relative to the expected reinvestment prospects. Actuarial provisions on unit-linked policies are valued on the basis of the underlying assets. Gains or losses resulting from the revaluation of these policies are recognised in the profit and loss statement, in order to cancel out the impact of movements in underwriting provisions. Active deferred profit-sharing Most financial contracts issued to policyholders by the Group’s life insurance subsidiaries include a discretionary profit-sharing clause. The discretionary profit-sharing clause grants life insurance policyholders the right to receive a share in any realised financial gains, as well as the income guaranteed. Pursuant to the “shadow” accounting principles set out in IFRS 4, the provision for deferred profit-sharing for these policies is adjusted to reflect the policyholders’ entitlement to any unrealised gains, or their obligation to assume their share of unrealised losses on financial instruments valued at fair value under IAS 39. The share of gains to which policyholders are entitled is determined according to the specific features of the policies likely to benefit from such gains. The net amount of the deferred profit-sharing established by “shadow” accounting is recognised either in balance sheet liabilities (net deferred profit-sharing – liabilities) or assets (net deferred profit-sharing – assets) depending on the situation of the entity concerned. When recorded as an asset, deferred profit-sharing is subject to a recoverability test. The aim of this test is to show that the profit-sharing amount is recoverable through sharing in future or unrealised gains, against the background of the Group’s business continuity, and will not result in any inadequacy of the commitments recognised by the Group in respect of these economic commitments. The recoverability test is performed by using current estimates of future policy cash flows. The test is based on tools for modelling the asset and liability management of the subsidiaries involved, and enables a value to be assigned to commitments in a high number of economic scenarios using a stochastic approach. 20 In accordance with the recommendation on methods for identifying deferred profit-sharing issued by the French National Accounting Council, or CNC, on 19 December 2008, profit-sharing recoverability is based on a prudent assessment of the capacity for holding the assets, particularly in terms of their future collection, in forecast cash flows. Likewise, the capacity of future returns to absorb unrealised losses was tested, based on an unfavourable repurchase scenario that has never been experienced up until now. 2.15 Bond debt and financial derivatives relating to the management of the bond debt Bonds are classified in the balance sheet under both “Medium- and long-term bonds and other debt” and “Shortterm bonds and other debt”. 2.15.1 Bonds backed by “fixed-for-floating” swaps As part of the Group’s strategy to manage its bonds, some fixed-rate bonds are converted to “floating-rate bonds” via fixed-for-floating swaps. Depending on the circumstances, these bonds can be designated at fair value through profit or loss or designated as subject to fair value hedging. Bonds designated at fair value through profit or loss In accordance with IAS 39 and its “Fair value option” amendment, adopted by the European Union on 15 November 2005, some bonds backed by “fixed-forfloating” swaps are recognised at fair value through profit or loss. The corresponding swaps are also measured at fair value through profit or loss, in accordance with the general rule for measuring derivatives set out in IAS 39. Bonds designated as subject to fair value hedging Some bonds are designated as subject to fair value hedging through “fixed-for-floating” swaps. The application of fair value hedge accounting leads to the recognition in profit or loss of (i) the change in the fair value of hedging swaps, and (ii) the change in the value of the efficient portion of the hedging swap, as an adjustment to the value of the bond. These effects offset one another where the effective part of the hedge is concerned. Registration document 2014 LE GROUPE LA POSTE 297 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Moreover, depending on market developments, the Group may refreeze the interest rates of some borrowings by subscribing to floating-for-fixed swaps. These swaps are also measured at fair value through profit or loss. 2.15.2 Bonds measured at amortised cost Bonds not backed by “fixed-for-floating” swaps are measured at amortised cost based on the effective interest rate. 2.15.3 Forward start swaps In some cases, La Poste subscribes to forward start swaps to protect itself against a rise in interest rates. These cash flow hedging instruments are terminated when the bond is issued, which gives rise to the payment of an equalisation balance (paid or received depending on the swap’s value). These payments are recognised in reversible reserves as part of the application of the cash flow hedge, and then reversed to income over the life of the initially hedged loan, in accordance with the provisions of IAS 39 regarding the termination of hedges. 2.16 Commitments to buy out non-controlling interests Pursuant to the provisions of IAS 32 – Financial Instruments: Presentation, Le Groupe La Poste records a financial liability for put options granted to minority shareholders of consolidated subsidiaries. When the value of the liability exceeds the value of the non-controlling interests, IFRS do not specify how the consideration should be recognised. Le Groupe La Poste has chosen to offset the difference between the liability and value of non-controlling interests under reserves, Group share. Subsequent changes in debt relating to the change in the estimated strike price of the buy-back commitment and of the book value of the noncontrolling interests are recognised in reserves, Group share. 2.17 Inventories and work-in-progress Inventories are valued at the lower of their purchase cost or net realisable value. The net realisable value is the estimated sale price in the normal course of business, less the estimated costs necessary to complete the sale. The value of inventories is assessed using the weighted average cost method, and includes both the purchase cost and the expenses incurred in bringing the inventories to their current location and condition. 2.18 Trade receivables When initially recognised, trade receivables on commercial activities are recorded at their nominal value, which basically corresponds to the fair value of the receivables. Provisions are calculated on an individual basis, based on an assessment of the risk of non-recovery. 2.19 Provisions Provisions are recorded when (i) the Group has a present obligation (legal or implicit) towards a third party as a result of a past event at the balance-sheet date, (ii) it is likely that an outflow of resources representing future economic benefits will be required to settle the liability, and (iii) a reliable estimate can be made of the liability. The provisions are assessed on the basis of the Group’s expectation of the expenditure required to settle the liability, based on management data from the information system and on assumptions selected by the Group, supplemented, where necessary, by experience of similar transactions and, in some cases, by reports from independent experts or estimates from service providers. These various assumptions are reviewed at each balance-sheet date. Provisions for commitments on home loan savings agreements Home loan savings accounts and plans offered to retail customers in accordance with the French Act of 10 July 1965 include two phases: a first phase during which deposits are collected in the form of interest-bearing savings accounts, and a second phase where home loans are extended. In accordance with the provisions of IAS 37, La Banque Postale records provisions commitments with unfavourable consequences relating to home loan savings agreements. These provisions relate to the obligation to pay interest on deposits for an undetermined period of time at a rate that is fixed when the contract is signed in the future, on the one hand, and to the obligation to extend loans at a rate that is fixed at the time the contract is signed, on the other. The additions to and reversals of this provision are included in banking operating revenue and expenses, within Net Banking Income. 298 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Provisions are calculated for each generation of home loan savings schemes, without offsetting commitments for different generations of home loan savings schemes, and for all the home loan savings accounts representing one generation. During the savings phase, the commitments to be provisioned are evaluated according to the difference between average forecast savings deposits and minimum forecast savings deposits, both of which are determined on a statistical basis by factoring in historical observations on actual customer behaviour. During the lending phase, the commitments to be provisioned include loans that have already been granted but not yet released at the year-end date, as well as future loans that are viewed as statistically likely based on balance sheet deposits as at the calculation date and historical observations on actual customer behaviour. A provision is recorded when the net present value of future income is negative for a given generation of loans. That income is assessed on the basis of the rates offered to retail customers on equivalent savings and lending products that have the same term as the deposits and were agreed on the same day. The Group’s insurance companies record underwriting provisions, the principles of which are set out in Chapter 2.14.10 above. 20 The present value of the commitment is calculated using the projected credit unit method on an annual basis. That value is determined by calculating the net present value of expected future outflows based on the market rate for top-tier corporate bonds, denominated in the currency in which the benefit will be paid. In addition, the term of the selected bonds is close to the average estimated length of the underlying commitment. Actuarial gains and losses resulting from experiencebased adjustments and the impact of changes to actuarial assumptions are recognised as “other comprehensive income”. Past service costs, which arise when a defined benefit plan is adopted or modified, are immediately expensed. Pension and other employee benefit arrangements are described in Note 29 together with the main assumptions used. 2.20.2 End-of-career arrangements La Poste records a provision for the costs of the end-ofcareer arrangements made for its employees. The amount of this provision takes into account both persons who have enrolled in one of the existing plans, and those who are expected to enrol on the basis of past take-up rates in previous years and Management’s best estimates. 2.21 Assets held for sale 2.20 Employee benefits 2.20.1 Post-employment benefits Post-employment and long-term benefits resulting from defined benefit plans, together with their related costs, are measured using the projected unit credit method, in accordance with IAS 19. Annual actuarial appraisals are carried out. The appraisal calculations involve taking third-party actuarial economic assumptions into account (discount rates, inflation rates, and the rate of increase in pensions, etc.), as well as assumptions that are specific to La Poste (employee turnover rates, mortality rate, and the rate of increase in salaries, etc.). A non-current asset, or group of assets and liabilities, is classified as being held for sale when its book value will primarily be recovered through its sale and not its ongoing use. This assumes that the asset is available for immediate sale in its current state and that such a sale is highly likely within one year. These assets and groups of assets, along with all related liabilities, are disclosed separately from other assets and liabilities and are valued at the lower of book value or the estimated sale price, net of disposal costs. These assets cease to be depreciated or amortised from the date when they are classified in this category. 2.22 Cash flow statement The balance sheet provision for defined benefit postemployment plans corresponds to the present value of the liability at the balance-sheet date less the market value of any plan assets where applicable (GeoPost UK). The Cash Flow Statement presents the inflows and outflows of cash and cash equivalents classified under operating, investing or financing activities. Registration document 2014 LE GROUPE LA POSTE 299 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The format of the cash flow statement has been rearranged in order to show the flows associated with La Banque Postale and the flows associated with non-banking business activities on a separate basis. The cash flow statement presents the change in cash and cash equivalents of non-banking activities. La Banque Postale sub-group’s cash flows are disclosed on a separate line in the balance sheet. Changes in those cash flows are reflected in the “Decrease (increase) in cash and cash equivalents from banking activities before impact of changes in consolidation scope” line, positioned under cash flows from financing activities. In addition, cash flows relating to variations of banking assets and liabilities are combined on a separate line in the cash flow statement (“Change in balance of banking sources and uses”) in net cash flows from operating activities, which specifically includes: f flows from deposits collected from Banking activities customers; f Banking activities cash flows relating to liabilities to credit institutions; f acquisitions and disposals of securities in the Banking activities investment portfolio; f cash flows relating to Banking activities loans and advances; f changes in the fair value of financial instruments from Banking activities. Operating activities are the main revenue-generating activities and any other activities other than those defined as investing or financing activities. Cash flows from operating activities are determined using the indirect method. Investing activities relate to the acquisition or disposal of non-current assets and to any other investments not included in cash and cash equivalents. 300 Registration document 2014 LE GROUPE LA POSTE Le Groupe La Poste’s cash flows from investing activities consist mainly in acquisitions or disposals of the following: f intangible and tangible assets, adjusted for non-cash transactions (accounts receivable or payable on noncurrent assets); f equity investments in other companies; f other financial assets (guarantees and deposits, and receivables on investments, etc.). The impact of changes in the consolidation scope on cash flows is presented on a separate line “Impact of changes in consolidation scope”. Financing activities relate to transactions that affect the amount and composition of equity and debt. Cash flows from financing activities include sources of financing (new borrowings) and related outflows (distribution of dividends to minority shareholders, La Poste savings bond redemptions and debt repayments), other than those related to the banking operations of the La Banque Postale sub-group, which are included in “Change in the balance of banking sources and uses” (see above). Cash flows relating to La Banque Postale's subordinated debt are classified in cash flows from financing activities. The concept of cash and cash equivalents includes very short-term liquid investments that can be readily converted into known amounts of cash and are subject to a negligible risk of change in value. Le Groupe La Poste’s cash and cash equivalents include cash in hand, bank debit balances, term deposits and marketable securities that do not carry any material risk of changes in value and can be readily converted into cash (particularly money-market UCITS), and the portion of bank credit balances and related interest accrued relating to temporary overdrafts. Regardless of their characteristic features, securities in the “Banking activities investment portfolio” are never classified as cash. The flows pertaining to them are included in the “Change in the balance of banking sources and uses” line in the cash flow statement (see above). Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 3 First-time application of new accounting standards 3.1 First-time application of IFRS 10 and IFRS 11 3.2 First-time application of IFRS 12 3.1 First-time application of IFRS 10 and IFRS 11 3.1.1 First-time application of IFRS 10 IFRS 10 defines a single control model. This model comprises three criteria: the power over the relevant activities of the investee, exposure to variable returns from the investee, and the ability to user its power to affect these returns. Le Groupe La Poste reviewed its investment portfolio in order to assess its control over the investees in accordance with the new standard. This review led the Group to conclude that it had control as at 1 January 2013 over LBP Prévoyance, which was previously consolidated using proportionate consolidation. This assessment is based on the company’s decisionmaking process and on the ability of the Group to affect the variable returns it is exposed to, through this process. The Group’s consolidated accounts have been restated with the full consolidation of LBP Prévoyance as at 1st January 2013. The opening balance sheet of LBP Prévoyance has been restated in accordance with IFRS 3, mainly with the following two items: f a €200 million asset, amortised over 50 years (of which 90% over 25 years), representing the value of contracts in stock at the date of takeover, supplemented by a €70 million deferred tax liability; f goodwill representing new business, which value is based on cash flows during the length of the distribution agreement between the bank and its subsidiary at the date of takeover. This goodwill amounts to €94 million recorded in equity, Group share (partial goodwill method). The review of the Group’s investments portfolio did not lead to any other modification in the assessment of control. 3.1.2 First-time application of IFRS 11 IFRS 11 defines two types of joint arrangements: f joint ventures are those joint arrangements whereby the joint venturers have rights to the net assets of the arrangement. Joint ventures must be consolidated using the equity method ; f joint operations are joint arrangements whereby operators have rights to the assets and obligations for the liabilities relating to the arrangement. Joint operations are accounted for such that each joint operator recognises its share of assets, liabilities, revenues and expenses. After a review of its joint arrangements, Le Groupe La Poste concluded that most of them can be classified as joint ventures according to IFRS 11. They were previously accounted for using proportionate consolidation. The Group’s consolidated accounts have been restated by accounting for these arrangements using the equity method. The main concerned joint arrangements are Asendia, La Poste Telecom, Armadillo Bizpak, SCI Bataille and DTDC. 3.1.3 Restated data The following restatement tables are presented hereafter: f effect of the first-time application of IFRS 10 and IFRS 11 on the income statement and the comprehensive income statement for the year 2013; f effect of the first-time application of IFRS 10 and IFRS 11 on the balance sheet as at 1 January 2013 and as at 31 December 2013; f effect of the first-time application of IFRS 10 and IFRS 11 on the cash flow statement for the year 2013. Registration document 2014 LE GROUPE LA POSTE 301 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Effect of the first-time application of IFRS 10 and IFRS 11 on the income statement In accordance with recommendation No. 2013-01 by the Autorité des normes comptables issued on 4 April 2013, Le Groupe La Poste chose to include its share in results from its joint ventures accounted for using the equity method in the line item “Operating profit/(loss) after share in results of joint ventures”. INCOME STATEMENT 2013 2013 as reported (€ million) Revenues from commercial activities First-time application of IFRS 10 16,562 Net Banking Income Operating revenue Purchases and other expenses Personnel expenses Taxes and levies Depreciation, amortisation, provisions and impairment 2013 restated (404) 16,158 21,715 5,522 35 22,084 35 (404) 5,557 (7,362) (13) 284 (7,091) (12,524) (4) 80 (12,447) (236) (1) 1 (236) (1,306) 1 12 (1,293) Other operating revenue and expenses 130 3 132 Proceeds from asset disposals (16) 2 (13) Net operating expenses Operating profit/(loss) before share in joint ventures (21,314) (17) 382 (20,949) 770 18 (22) 766 12 12 (9) 778 0 (222) Share in joint ventures Operating profit/(loss) after share in joint ventures 770 Financial profit/(loss) 18 (223) Profit before tax of consolidated companies Income tax Share in profits of equity associates 547 18 (9) 556 (127) (6) 9 (125) 215 215 CONSOLIDATED NET PROFIT/(LOSS) 635 11 (0) 646 Net profit/(loss), Group share 627 (3) (0) 624 8 14 0 23 Attributable to non-controlling interests 302 First-time application of IFRS 11 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 COMPREHENSIVE INCOME 2013 Amounts after tax (€ million) Consolidated net profit/(loss) 2013 as reported First-time application of IFRS 10 First-time application of IFRS 11 2013 restated 635 11 (0) 646 Recyclable comprehensive income items Change in unrealised gains and losses on financial instruments 32 32 Translation adjustments (31) 4 (27) Share in comprehensive income and expenses posted of equity associates (22) (4) (26) Non-recyclable comprehensive income items Actuarial adjustments on employee benefits Comprehensive income and expenses recognised in equity (after tax) 27 27 6 6 Comprehensive income 642 11 (0) 653 NET PROFIT/(LOSS), GROUP SHARE 633 (3) (0) 630 8 14 Comprehensive income attributable to non-controlling interests Registration document 2014 22 LE GROUPE LA POSTE 303 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Effect of the first-time application of IFRS 10 and IFRS 11 on the balance sheet BALANCE SHEET AS AT 1 JANUARY 2013 01/01/2013 as reported First-time application of IFRS 10 First-time application of IFRS 11 01/01/2013 restated 1,562 94 (37) 1,619 825 0 (10) 815 Tangible assets 6,062 1 (11) 6,052 Investments in equity associates 2,446 76 2,522 894 0 894 (€ million) Goodwill Intangible assets Other non-current financial assets Deferred tax assets 113 0 (2) 111 Non-current assets 11,903 95 16 12,014 Current banking assets Customer receivables and loans 49,922 Receivables from credit institutions 81,254 0 (0) 81,254 49,922 Securities portfolio 54,281 712 54,993 Other current financial assets 1,305 192 Accruals 2,387 76 Cash and central bank deposits 3,445 1,496 (0) 2,463 3,445 Other current assets Inventories and work-in-progress 203 Trade and other receivables 2,453 143 0 (74) 2,379 2 783 1 (0) 212 Other current financial assets 781 Income tax credit 211 Other accruals – Assets 126 (3) 123 2,167 (40) 2,127 Cash and cash equivalents Assets held for sale 304 (61) 104 104 Current assets 198,641 980 (176) 199,445 TOTAL ASSETS 210,544 1,075 (160) 211,459 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements (€ million) Share capital Issue premium Reserves Unrealised gains and losses on financial instruments Actuarial adjustments on employee benefits 01/01/2013 as reported First-time application of IFRS 10 First-time application of IFRS 11 3,400 700 700 181 581 (22) 0 Net profit/(loss), Group share 479 2,539 559 (110) (45) 01/01/2013 restated 3,400 2,357 Cumulative translation adjustments 20 (110) (0) (45) 0 (0) 479 7,362 159 0 7,521 65 178 0 243 Consolidated equity 7,427 337 0 7,764 Medium- and long-term bonds and other financial debt 6,085 4 6,089 Employee benefits – non-current liabilities 1,821 (0) 1,821 90 27 117 Equity, Group share Non-controlling interests Non-current provisions for contingencies and losses Deferred tax liabilities Non-current liabilities 142 82 (1) 224 8,140 82 29 8,251 1,005 608 385 1 Current provisions for contingencies and losses Specific provisions for the Insurance and Banking activities Current provisions for contingencies and losses Short-term bonds and other financial debt 1,567 1,614 (1) 385 (36) 1,531 Current banking liabilities Liabilities to credit institutions Liabilities to customers 15,811 0 15,812 160,393 160,393 Debt evidenced by a certificate and other financial liabilities 7,185 9 7,194 Accruals 3,493 10 3,503 4,349 28 Other current liabilities Trade and other payables Government – Income tax (111) 4,266 16 (0) 16 Employee benefits – current liabilities 617 (0) 617 Other accruals – Liabilities 154 (40) 114 Current liabilities 194,977 656 (189) 195,444 TOTAL LIABILITIES 210,544 1,075 (160) 211,459 Registration document 2014 LE GROUPE LA POSTE 305 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements BALANCE SHEET AS AT 31 DECEMBER 2013 31/12/2013 as reported First-time application of IFRS 10 First-time application of IFRS 11 31/12/2013 restated 1,587 94 (55) 1,626 816 0 (9) 807 Tangible assets 5,941 1 (10) 5,931 Investments in equity associates (€ million) Goodwill Intangible assets 2,634 107 2,741 Other non-current financial assets 942 (4) 938 Deferred tax assets 153 (0) (3) 149 Non-current assets 12,073 95 25 12,192 (0) 59,204 Current banking assets Customer receivables and loans 59,204 Receivables from credit institutions 82,894 0 82,894 Securities portfolio 49,784 782 50,566 Other current financial assets 1,200 234 1,435 Accruals 1,185 35 Cash and central bank deposits 2,182 (0) 1,220 2,182 Other current assets Inventories and work-in-progress 136 Trade and other receivables 2,936 Other current financial assets 430 (4) 132 (126) 2,810 3 433 Income tax credit 253 (0) 253 Other accruals – Assets 118 (1) 117 2,163 (59) 2,104 Cash and cash equivalents Assets held for sale 306 0 120 120 Current assets 202,604 1,052 (189) 203,468 TOTAL ASSETS 214,677 1,147 (163) 215,661 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements (€ million) Share capital Issue premium Reserves Unrealised gains and losses on financial instruments Actuarial adjustments on employee benefits Cumulative translation adjustments Net profit/(loss), Group share 31/12/2013 as reported First-time application of IFRS 10 First-time application of IFRS 11 3,800 20 31/12/2013 restated 3,800 900 900 2,698 181 (0) 2,879 635 (22) (0) 613 0 (120) (80) (80) (120) 627 (4) (0) 624 8,460 156 (0) 8,615 57 178 (0) 235 Consolidated equity 8,516 334 (0) 8,850 Medium- and long-term bonds and other financial debt 6,043 6 6,048 Employee benefits – non-current liabilities 1,685 (0) 1,685 80 33 114 Equity, Group share Non-controlling interests Non-current provisions for contingencies and losses Deferred tax liabilities Non-current liabilities 166 78 (6) 238 7,976 78 32 8,086 1,126 676 540 1 Current provisions for contingencies and losses Specific provisions for the Insurance and Banking activities Current provisions for contingencies and losses Short-term bonds and other financial debt 1,060 1,802 (2) 538 (37) 1,023 Current banking liabilities Liabilities to credit institutions Liabilities to customers 14,757 0 (0) 166,583 14,757 166,583 Debt evidenced by a certificate and other financial liabilities 6,790 10 6,801 Accruals 2,003 19 2,022 Trade and other payables 4,424 27 (94) 4,357 Government – Income tax 33 1 (1) 34 Other current liabilities Employee benefits – current liabilities 663 Other accruals – Liabilities 207 663 (60) 146 Current liabilities 198,185 735 (195) 198,725 TOTAL LIABILITIES 214,677 1,147 (163) 215,661 Registration document 2014 LE GROUPE LA POSTE 307 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Effect of the first-time application of IFRS 10 and IFRS 11 on the cash flow statement CASH FLOW STATEMENT 2013 2013 as reported First-time application of IFRS 10 First-time application of IFRS 11 2013 restated (€ million) Group Nonbanking La Banque Postale La Banque Postale Non-banking Group Nonbanking La Banque Postale EBITDA 2,149 824 1,325 101 (31) 2,206 790 1,415 Cash flows from operating activities before cost of net debt and taxes 1,962 801 1,162 101 (27) 2,033 770 1,263 Cash flows from operating activities (454) 1,056 (1,509) 13 (38) (478) 1,018 (1,496) Cash flows from investing activities (869) (1,403) 534 (0) 13 (857) (1,391) 534 Cash flows from financing activities (256) 348 (605) (13) 5 (265) 353 (618) (0) (19) (23) (23) (0) Change in cash and cash equivalents (4) (4) Opening cash and cash equivalents 2,167 2,167 (40) 2,127 2,127 Closing cash and cash equivalents 2,163 2,163 (59) 2,104 2,104 3.2 First-time application of IFRS 12 3.2.1 Structured entities Consolidated structured entities Consolidated subsidiaries The detail of consolidated entities is presented in Note 41. As at 31 December 2014, non-controlling interests are not significant, individually or collectively. Non-controlling interests amounted to €270 million as at 31 December 2014, of which €200 million represent LBP Prévoyance’s non-controlling interests. 3.2.2 3.2.4 Joint arrangements Most of the Group’s joint arrangements are joint ventures according to IFRS 11. The list of those arrangements is presented in Note 41, and additional information is provided in Note 18.1. Pursuant to IFRS 10 and 11, and taking into account materiality, the Group consolidates one structured entity, FCT Elise 2012. The “FCT Elise 2012” entity was first consolidated in October 2012. It is a French fund whose debt is owned at 95% by La Banque Postale, and at 5% by Crédit Foncier de France. This fund carries in its balance sheet assets interest-free loans granted to retail customers of La Banque Postale pre-dating 2010 (date of the launch of interest-free loans in the bank’s balance sheet). This fund represents total assets of €700 million as at 31 December 2014. It is fully consolidated. Unconsolidated structured entities 3.2.3 Associates The list of the Group’s associates is presented in Note 41 and additional information is provided in Note 18.1. Supplementary information on CNP Assurances, the significant associate in the Group, is provided in Notes 2.3.3, 18.2 and 36.5.1. 308 Registration document 2014 LE GROUPE LA POSTE As at 31 December 2014, the Group identified the three following classes of non-consolidated structured entities: securitisation, asset management, and private equity. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 Structured entities with financial ties The structured entities in which the Group has financial interests have the following characteristics: By activity (€ million) Selected financial assets recorded in the balance sheet Securitisation Asset Management Private Equity 53 152 15 53 152 15 N/S N/S N/S Derivatives Equity instruments Debt securities Loans and receivables Selected equity and financial liabilities recorded in the balance sheet Off-balance sheet items 13 Revenue and losses 2 51 1 Recurring revenue 2 51 1 Non-recurring revenue Incured losses The maximum loss exposure is usually limited to shares held in the funds, except for those funds where La Banque Postale grants a performance and capital guarantee. Concerning funds managed by the entity La Banque Postale SAM, and given the structuring of derivatives, the guarantee only applies in case of a default by the performance swaps suppliers. Counterparties are market counterparties and the default risk is considered low. La Banque Postale granted a capital guarantee to two Group funds which had been impacted by the Greek debt restructuring. One of those funds expired in January 2014, and the guarantee did not have any impact on the year profit. The second fund expires in January 2015. Structured entities without financial ties Defined as sponsors are those funds that are structured by a management company controlled by the Group: La Banque Postale SAM, La Banque Postale AM, Caffil, Tocqueville and XAnge Private Equity. Revenues earned by the Group from these entities amounted to €92 million in 2014, and mainly comprise €61.5 million in management fees. Registration document 2014 LE GROUPE LA POSTE 309 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 4 Changes in the consolidation scope 4.1 Main newly-consolidated companies 4.2 Deconsolidated companies 4.3 Income statement at constant scope and exchange rates The scope of consolidation is shown in Note 41. 4.1 Main newly-consolidated companies Acquisition of SOFIAP La Banque Postale acquired 66% of SOFIAP (Société Financière pour l’Accession à la Propriété) on 20 May 2014 from Crédit Immobilier de France and SNCF. The remaining 34% are held by SNCF. This company represents total assets of less than €2 billion and a Net Banking Income of around €21.5 million. It manages 24,000 customers, mainly SNCF employees. The purchase price allocation to the fair value of assets and liabilities acquired was based on provisional amounts, and could be adjusted during the measurement period of 12 months from the acquisition date. 310 Registration document 2014 LE GROUPE LA POSTE Take-over of WnDirect GeoPost acquired in April 2014 a 63.5% majority interest in the capital of WnDirect, a British logistics services company. It previously held a 20% interest. The revaluation of the previously held interest gave rise to the recognition of a €6.5 million gain in income. The provisional goodwill from this acquisition amounted to €22 million. Take-over of Siodemka GeoPost acquired in October 2014 100% of Siodemka, a leader on the Polish parcels delivery market. The provisional goodwill from this acquisition amounted to €119 million. 4.2 Deconsolidated companies None. 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 4.3 Income statement at constant scope and exchange rates Restated net profit/(loss) excluding scope and exchange rate effects Reported net profit/(loss) (€ million) Revenues and NBI Purchases and other expenses Personnel expenses Taxes and levies Depreciation, amortisation and provisions 2014 2013 restated 2014 2013 restated 22,163 21,715 21,955 21,749 (7,448) (7,091) (7,302) (7,111) (12,556) (12,447) (12,514) (12,453) (235) (236) (234) (237) (1,363) (1,293) (1,357) (1,294) Other current operating revenue and expenses 158 132 158 131 Pre-tax gains and losses on asset disposals (18) (13) (18) (13) (21,462) (20,949) (21,268) (20,977) 701 766 688 772 18 12 17 10 719 778 705 782 Net operating expenses Operating profit/(loss) before share in results of joint ventures Share in results of joint ventures OPERATING PROFIT/(LOSS) after share in results of joint ventures The restated net profit/(loss) eliminates the effect of all acquisitions made during the current year and the prior year’s acquisitions concluded during the year. It also shows foreign currency transactions from the prior year at the average rate during the current year. NOTE 5 Segment reporting 5.1 Definition of operating segments 5.2 Operating segment reporting 5.3 Geographical information 5.1 Definition of operating segments The definition of operating segments for the purpose of segment reporting is based on Le Groupe La Poste’s current management organisation. A business segment is a distinguishable component for which separate financial information is available and regularly reviewed by Group Management for the purpose of allocating resources to the segment and assessing its performance. The criteria selected to define business segments specifically include: f the nature of the products distributed; f the type or class of customer for whom they are intended; f the production process and distribution network; f the regulatory environment. Registration document 2014 LE GROUPE LA POSTE 311 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements As part of its new strategic plan “La Poste 2020: Conquering the Future”, the Group modified in the first half of 2014 the organisation of its business segments, as well as the financial segment information reviewed by the Group’s Management. The Group is now organised around five operating segments, in addition to the Real Estate and Shared Services segments: f Services – Mail - Parcels: this segment includes the mail activity (i.e. pick-up, sorting and delivery of correspondence, advertising and press publications) and the related services, the parcels activity carried out by La Poste under the ColiPoste brand, as well as the postman’s new services; f GeoPost: this segment includes the Express activity carried out by the GeoPost sub-group’s brands, primarily DPD, Chronopost, Exapaq and SEUR; f La Banque Postale: this segment includes the Banking and Insurance activities of the La Banque Postale subgroup, as well as the services provided by some La Poste staff to La Banque Postale under service agreements; f La Poste Network: this segment encompasses the sale and distribution activities intended for the general public, the La Poste Mobile activities, Le Groupe La Poste’s products and services, and other non-Group products; f Digital Services: this segment includes all the Group’s digital activities; f Real Estate: this segment manages all of the Group’s real estate assets held by the Poste Immo sub-group, and also includes the activities of the La Poste Real Estate Department; f Shared Services: this segment includes the “Corporate” activities of the Group’s registered Office and support services departments. 5.2 Operating segment reporting The accounting principles applied to segment reporting are the same as those used for the consolidated financial statements, as described in Note 3. The profits/ (losses), assets and liabilities that have been allocated to the business segments are those profits/(losses), assets and liabilities that can be allocated directly and indirectly to business segments. 312 Registration document 2014 LE GROUPE LA POSTE The amounts unallocated to the business segments primarily correspond to: f the net cost of regional development; f the cost of the accessibility constraint imposed on La Poste; f financial profit/(loss) and tax. Segmentation of revenues: the segmentation of La Poste’s revenues between the Mail and Parcels businesses is based on accounting data and on a statistical analysis of the mail and parcel volumes transported and delivered by the two businesses. No Group customer accounts for more than 10% of consolidated revenues. Segmentation of operating expenses: given that the Mail, Parcels, La Banque Postale and La Poste Network segments coexist within La Poste, and that their production processes are highly inter-connected, La Poste has set out cost accounting principles in order to allocate shared costs between these various segments and thereby determine each segment’s profit/(loss). La Poste’s management accounting system operates on the basis of the following principles: f the main services shared between the Mail and Parcels segments (collection, sorting, transportation and delivery) are re-invoiced on the basis of a price per item or a lump sum; f the expenses for the La Poste Network post office counters are re-invoiced to the businesses that use the network on the basis of service agreements, where the pricing mechanisms are based on measurable operating metrics (revenues, and statistics measuring the time required to perform various transactions, etc.). Segmentation of non-current assets: intangible and tangible assets are divided based on the allocation of the corresponding assets for each business in La Poste’s accounting system. The real estate assets held by La Poste and the Poste Immo sub-group are allocated to the Real Estate segment in their entirety. 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 5.2.1 Income statement by operating segment 2014 (€ million) Non-Group revenues and NBI Inter-segment revenues and NBI Operating revenue Operating profit/(loss) before share in results of joint ventures Share in results of joint ventures Operating profit/(loss) after share in results of joint ventures ServicesMailParcels GeoPost La Banque Postale Digital Services La Poste Network Real Estate Shared Services Unallocated (a) Eliminations Total 11,131 4,847 5,660 487 27 11 263 74 13 52 4,140 833 825 (6,201) 11,395 4,921 5,673 539 4,167 843 825 (6,201) 22,163 417 276 842 (62) 28 49 (154) (0) 701 2 8 (3) 10 419 284 25 60 842 (62) 22,163 (694) 18 (154) (694) (0) 719 Financial profit/(loss) (198) (198) Income tax (182) (182) Share in profits of associates (0) 1 199 (1) 2 200 CONSOLIDATED NET PROFIT/(LOSS) Depreciation, amortisation, provisions and impairment 539 (292) (188) (399) (63) (39) (252) (129) (0) (1,363) (a) Primarily includes the contribution to regional development (including the costs relating to the accessibility constraint), financial profit/(loss), and income tax. Registration document 2014 LE GROUPE LA POSTE 313 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 2013 (€ million) Non-Group revenues and NBI Inter-segment revenues and NBI Operating revenue Operating profit/(loss) before share in results of joint ventures ServicesMailParcels GeoPost Digital Services La Poste Network Real Estate Shared Services Unallocated (a) Eliminations Total 11,356 4,271 5,557 495 27 9 242 72 17 54 4,138 845 825 (6,194) 11,599 4,342 5,574 549 4,165 854 825 (6,194) 21,715 544 306 726 7 41 122 (194) (67) 766 2 10 (7) 8 546 316 33 130 Share in results of joint ventures Operating profit/(loss) after share in results of joint ventures La Banque Postale 726 7 21,715 (719) 12 (194) (719) (67) 778 Financial profit/(loss) (222) (222) Income tax (125) (125) Share in profits of associates (0) 3 200 11 2 215 CONSOLIDATED NET PROFIT/(LOSS) Depreciation, amortisation, provisions and impairment 646 (221) (111) (484) (31) (66) (240) (140) 0 (1,293) (a) Primarily includes the contribution to regional development (including the costs relating to the accessibility constraint), financial profit/(loss), and income tax. 314 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 5.2.2 20 Balance sheet by operating segment As at 31 December 2014 ASSETS (€ million) Intangible and tangible assets and goodwill ServicesMailParcels GeoPost La Banque Postale Digital Services La Poste Network Real Estate Shared services Eliminations Total 511 (12) 8,535 880 2,381 1,102 244 110 3,319 Equity associates 52 143 2,830 5 0 45 Other non-current assets 71 37 203 13 3 22 3,075 4,227 (3,479) 1,096 Current assets 1,748 1,066 208,469 238 50 524 3,332 (1,770) 213,658 TOTAL 2,751 3,627 212,603 501 163 3,909 8,070 (5,261) 226,364 205 391 247 37 18 212 154 Real Estate Shared services Investments (a) 1,263 (a) Purchase of intangible and tangible assets, and impact of changes in the scope of consolidation. LIABILITIES (€ million) ServicesMailParcels GeoPost La Banque Postale Digital Services La Poste Network Shareholders’ equity Eliminations 9,358 Total 9,358 Bonds and other financial debt (current and non-current) 320 1,008 3 53 1,654 7,241 Other non-current liabilities 998 251 328 40 619 54 103 Other current liabilities 2,132 1,027 204,212 209 666 246 1,026 (1,910) 207,608 TOTAL 3,450 2,286 204,543 302 1,285 1,954 17,728 (5,185) 226,364 Registration document 2014 (3,274) 7,005 2,393 LE GROUPE LA POSTE 315 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements As at 31 December 2013 ASSETS GeoPost La Banque Postale Digital Services La Poste Network Real Estate Shared services Eliminations Total 931 2,074 1,100 243 130 3,350 550 (12) 8,365 Equity associates 49 124 2,522 8 (0) 38 Other non-current assets 90 42 203 14 10 (11) 4,229 (3,490) 1,087 Current assets 1,669 850 197,118 219 662 658 3,689 (1,397) 203,468 TOTAL 2,739 3,089 200,943 484 802 4,036 8,468 (4,900) 215,661 189 234 (525) 28 31 244 985 Real Estate Shared services (€ million) Intangible and tangible assets and goodwill Investments (a) ServicesMailParcels 2,741 1,186 (a) Purchase of intangible and tangible assets, and impact of changes in the scope of consolidation. LIABILITIES (€ million) ServicesMailParcels GeoPost La Banque Postale Digital Services La Poste Network Shareholders’ equity Bonds and other financial debt (current and non-current) Other non-current liabilities 316 Eliminations 8,850 304 785 3 27 1,654 7,309 Total 8,850 (3,010) 7,071 829 223 295 25 550 49 67 Other current liabilities 2,148 810 194,076 178 675 339 927 (1,451) 197,702 TOTAL 3,280 1,818 194,374 229 1,225 2,042 17,153 (4,461) 215,661 Registration document 2014 LE GROUPE LA POSTE 2,038 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 5.3 Geographical information Revenues are broken down on the basis of paying customers’ location. Le Groupe La Poste’s net non-current assets have been broken down by geographical area based on the location of the legal entities that own the assets. As at 31 December 2014 (€ million) Revenues from commercial activities Net Banking Income OPERATING REVENUE Segment assets Investments France European Union (excluding France) Other Total 12,538 3,535 430 16,503 5,660 - - 5,660 18,198 3,535 430 22,163 225,392 865 107 226,364 942 300 20 1,263 France European Union (excluding France) Other Total 12,544 3,155 459 16,158 5,557 - - 5,557 As at 31 December 2013 (€ million) Revenues from commercial activities Net Banking Income OPERATING REVENUE Segment assets Investments 18,101 3,155 459 21,715 215,077 482 101 215,661 1,051 127 9 1,186 Registration document 2014 LE GROUPE LA POSTE 317 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Notes to the income statement NOTE 6 Revenues Le Groupe La Poste’s revenues from commercial activities is broken down as follows: (€ million) Services-Mail-Parcels revenues 2014 2013 11,131 11,356 Correspondence and other La Poste products and services 6,683 6,689 Advertising mail 1,286 1,401 581 679 Press (a) Products and services of the subsidiaries (domestic mail) 428 447 International mail 595 570 Parcels 1,558 1,570 GeoPost revenue 4,847 4,271 Express France 1,273 1,074 Express Rest of World 3,574 3,196 487 495 27 27 11 9 16,503 16,158 Digital Services revenue La Poste Network revenue (b) Real Estate revenue (c) TOTAL (a) “Press” revenues include contractual compensation paid in consideration for the reduced tariffs granted to press organisations as well as the compensation of press operators. (b) La Poste Network revenues include commissions received on third-party sales (excluding Mail, Parcels and Financial Services) carried out at post office counters (such as telephone card sales) and on sales of miscellaneous products. (c) Real Estate revenues correspond to the rentals agreed with non-Group tenants. 318 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 7 Net Banking Income The Group’s Net Banking Income is broken down as follows: (€ million) 2014 2013 Interest and similar income 5,245 5,657 Interest and similar income on treasury and inter-bank transactions 1,668 2,037 Interest and similar income on customer transactions 2,203 2,096 Interest on available-for-sale financial assets held to maturity, and on hedging transactions 1,374 1,524 (2,052) (2,346) Interest and similar expenses Interest and similar expenses on treasury and inter-bank transactions (22) (35) (1,814) (2,084) (217) (226) Commission income 2,384 2,230 Commission expenses (280) (250) 19 26 Interest and similar expenses on customer transactions Interest on debt evidenced by a certificate and hedging transactions Net gains and losses on financial instruments at fair value through profit or loss Net gains and losses on available-for-sale assets 169 117 Margin on insurance activities 212 160 Income and expenses from other activities (38) (38) 5,660 5,557 (€ million) 2014 2013 External services and general sub-contracting 1,552 1,533 550 583 TOTAL NOTE 8 Purchases and other external expenses Purchases and other expenses is broken down as follows: Purchases Outsourced transport 3,338 3,024 International mail delivery services 178 160 Rental expenses 754 735 Maintenance and repair costs 408 399 Telecommunications expenses 148 137 Travel and assignments 187 187 Other expenses TOTAL Registration document 2014 332 334 7,448 7,091 LE GROUPE LA POSTE 319 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 9 Personnel expenses and headcount 9.1 Personnel expenses 9.2 Headcount 9.1 Personnel expenses A breakdown of personnel expenses by type of cost is provided below: (€ million) 2014 2013 Wages and salaries, bonuses and allowances 8,673 8,592 Pension contributions 1,311 1,398 Other social security contributions 1,808 1,782 218 209 Employee welfare costs CICE revenue (349) (255) Change in post-employment provisions 13 1 Change in provisions for social security contingencies and staff litigation 18 21 Change in other employee provisions Compensation-based taxes and duties TOTAL The “Pension contributions” line item corresponds to contributions paid in to post-employment defined benefits plans. Following the implementation of the new funding arrangements for the pensions of state employees, this line item primarily includes the full discharge contribution provided for by law. 74 (96) 790 794 12,556 12,447 The “CICE revenue” line item corresponds to the Tax Credit to promote Competitiveness and Employment (CICE) 9.2 Headcount The Group’s average headcount has changed as follows: (full-time employee equivalent per year) Average headcount 320 Registration document 2014 LE GROUPE LA POSTE 2014 2013 257,890 263,155 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 10 Taxes and levies Taxes and levies consist of the following items: (€ million) Local taxes Other taxes and levies TOTAL La Poste benefits from favourable local tax treatment in consideration for La Poste’s obligation to serve the entire French territory, and its contribution to regional development (Law of 2 July 1990, as revised by the Law of 9 February 2010). 2014 2013 150 152 85 84 235 236 In this regard, La Poste enjoyed an 85% reduction in its corporate tax base in the property tax base for its business premises, as well as an 83% reduction on the added value used for the purposes of calculating the Corporate Value-Added Contribution (CVAE) (Article 1635 sexies of the French General Tax Code and Decree No. 2014-1552 of 19 December 2014). Local business tax (CET) is recognised under “Local taxes”. NOTE 11 Depreciation, amortisation, provisions and impairment Changes in depreciation, amortisation, provisions and impairment that had an impact on operating profit/(loss) is broken down as follows: 2014 2013 Net depreciation and amortisation 983 987 Intangible assets 261 264 (€ million) Tangible assets 722 723 Net provisions and impairment 217 152 Goodwill 8 Other non-current assets Inventories 28 11 1 1 Accounts receivable 19 6 Losses on unrecoverable receivables 18 19 Provisions for contingencies and losses 144 116 Cost of risk (Banking activities) 163 154 Cost of risk and other impairments, charges and risks (Banking activities) (15) 50 Banking activities cost of risk – unrecoverable receivables 178 105 1,363 1,293 TOTAL Registration document 2014 LE GROUPE LA POSTE 321 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The impairment of goodwill is broken down in Note 15.3. A description of the changes in the depreciation, amortisation and impairment of non-current assets is provided in Notes 16 and 17. A breakdown of changes in the impairment of inventories and accounts receivable is provided in Notes 21 and 22. Changes in provisions for contingencies and losses are detailed in Note 26. NOTE 12 Other operating revenue and expenses Other operating revenue and expenses is broken down as follows: Income/(expenses) 2014 (€ million) 2013 Capitalised production 127 102 Royalties (19) (31) 50 53 158 132 Accretive effect of the CNP Assurances capital increase (a) 8 Other current operating revenue and expenses TOTAL (a) See Note 18.1. Capitalised production primarily consists of IT development costs recognised as intangible assets. NOTE 13 Financial profit/(loss) 13.1 Cost of net financial debt 13.2 Other financial items 13.1 Cost of net financial debt (€ million) Interest expense on financing transactions (a) Change in the fair value of borrowings and debt-related swaps (b) Income from cash and cash equivalents (c) TOTAL (a) Including interest and proceeds from the termination of debt-related derivatives. (b) Including fair value hedges on borrowings. (c) Including changes in the fair value of cash or financial assets. 322 Registration document 2014 LE GROUPE LA POSTE 2014 2013 (181) (194) (4) (24) 28 20 (157) (197) Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The measurement of the bonds recognised at fair value through profit or loss using the fair value option as at 31 December 2014 takes into account the decrease in the cost of credit risk experienced in 2014. This change resulted in an increase in the fair value of the bonds recognised in the financial statements according to the fair value through profit or loss method and had a negative €25 million impact on 2014 financial profit/(loss). 13.2 20 The decrease in the cost of credit risk in 2013 had a negative €51 million impact on financial profit/(loss) in that year. Other financial items Discounting expenses (€ million) Provisions for employee benefits and return on plan assets Other provisions TOTAL 2014 2013 (44) (37) (1) (0) (44) (37) Other financial income and expenses 2014 2013 Net foreign exchange gains 1 4 Additions to and reversals of provisions 3 5 (€ million) Other financial income and expenses TOTAL (1) 3 3 12 2014 2013 (262) (145) 80 20 (182) (125) NOTE 14 Income tax 14.1 Income tax expense recognised in income 14.2 Tax on other comprehensive income 14.3 Tax proof 14.4 Deferred tax recognised on the balance sheet 14.5 Breakdown of deferred tax by type 14.6 Unrecognised deferred tax assets 14.1 Income tax expense recognised in income (€ million) Current tax (expense) Deferred tax income/(expense) TOTAL TAX INCOME/(EXPENSE) The current tax expense represents the amount paid or payable in the short-term to the tax authorities in respect of the financial year, based on the rules prevailing in the various countries and on specific tax conventions. Registration document 2014 LE GROUPE LA POSTE 323 20 14.2 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Tax on other comprehensive income 2014 2013 Amount before tax 122 40 Tax impact (43) (8) 79 32 29 (27) 29 (27) 2014 2013 (€ million) Change in unrealised gains and losses on financial instruments AMOUNT NET OF TAX Translation adjustments Amount before tax Tax impact AMOUNT NET OF TAX 14.3 Tax proof The explanation of the tax reconciliation is as follows: (€ million) Net profit/(loss), Group share Share in profits of equity associates and joint ventures Income tax Non-controlling interests Consolidated profit/(loss) before tax and share in profits of equity associates and joint ventures Theoretical tax expense at 38% (a) Prior tax-loss carry forwards deducted during the financial year 624 (228) 182 125 27 23 503 544 (191) (207) 3 3 Unused tax losses created during the financial year (11) (9) Limitation and creation of deferred tax assets (51) 0 Limitation and creation of deferred tax assets on the Home Loan Savings provision (45) 4 37 28 8 12 Tax on distributed revenues (8) (5) Permanent differences 81 50 Other items (4) (1) Tax rate differential for foreign subsidiaries Tax benefits, tax credits and foreign tax allowances Tax restatements ACTUAL TAX CHARGE (a) Including the 3.3% social solidarity contribution and the one-off contribution of 10.7%. 324 513 (218) Registration document 2014 LE GROUPE LA POSTE 10 81 (182) (125) Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 14.4 20 Deferred tax recognised on the balance sheet (€ million) Deferred tax assets Deferred tax liabilities Total 111 224 (113) 31/12/2012 Impact on net profit/(loss) 30 10 20 Reclassifications (3) (3) 0 Impact on equity 7 0 7 Change in consolidation scope 4 7 (3) 149 238 (89) 31/12/2013 Impact on net profit/(loss) 81 1 80 Reclassifications 61 61 0 Impact on equity (40) Change in consolidation scope 31/12/2014 (40) 12 8 4 264 309 (44) Net tax assets are limited to each tax entity’s ability to recover its assets in the near future. 14.5 Breakdown of deferred tax by type (€ million) 31/12/2014 31/12/2013 409 394 Deferred tax assets Employee benefits Other non-deductible provisions Other timing differences Swaps and similar Tax loss carry-forwards 81 45 103 92 15 20 7 3 27 14 (378) (419) 264 149 129 117 Revaluation of contributions to Poste Immo 146 162 IAS 32-39 Financial instruments 211 93 Deductible goodwill 139 129 Other tax timing differences Asset/liability offsets (a) TOTAL ASSETS Deferred tax liabilities Regulated provisions Other tax timing differences Asset/liability offsets (a) TOTAL LIABILITIES 61 156 (378) (419) 309 238 (a) Deferred tax assets and liabilities are offset for each tax entity or tax consolidation group. Registration document 2014 LE GROUPE LA POSTE 325 20 14.6 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Unrecognised deferred tax assets Type and amount of unrecognised deferred tax asset bases 31/12/2014 (€ million) French companies in the tax consolidation group Home Loan Savings Provision Non-consolidated French companies 419 Employee benefits 1,042 Other timing differences TOTAL 1,474 4 LE GROUPE LA POSTE 1,046 22 35 143 76 218 147 98 1,718 Unrecognised deferred tax asset bases amounted to €1,370 million as at 31 December 2013. Registration document 2014 Total 419 13 Ordinary tax losses 326 Foreign companies Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 Notes to the balance sheet NOTE 15 Goodwill 15.1 Breakdown of goodwill 15.2 Change in the net book value of goodwill 15.3 Impairment 15.1 Breakdown of goodwill CGU (€ million) Segment 31/12/2014 31/12/2013 GeoPost Central Europe GeoPost 460 460 Exapaq GeoPost 334 334 GeoPost Espagne GeoPost 262 248 Digital Services Digital Services 146 146 GeoPost UK GeoPost 139 130 (a) GeoPost 119 Siodemka La Banque Postale Prévoyance (b) La Banque Postale 94 94 Mediapost Services-Mail-Parcels 53 52 DPD Laser Finance GeoPost 40 39 ViaPost Services-Mail-Parcels 39 39 Tigers GeoPost 34 23 27 Groupe Tocqueville La Banque Postale 28 WnDirect GeoPost 22 Other GeoPost companies GeoPost 27 Other banking companies La Banque Postale TOTAL Services-Mail-Parcels GeoPost 25 8 8 1,805 1,626 92 91 1,437 1,259 La Banque Postale 130 130 Digital Services 146 146 (a) See Note 4.1. (b) See Note 3.1. Registration document 2014 LE GROUPE LA POSTE 327 20 15.2 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Change in the net book value of goodwill (€ million) 2014 2013 Opening balance 1,626 1,619 Gross amount 1,761 1,755 Impairment (134) (136) Acquisitions (a) 174 33 2 (9) Translation adjustments 11 (17) Impairment (8) 0 1,805 1,626 Gross amount 1,948 1,761 Impairment (143) (134) Of which: Reclassifications and other CLOSING BALANCE Of which: (a) Of which mainly Siodemka for €119 million, WnDirect for €22 million and SEUR franchises in Spain for €15 million (see Note 4.1). 15.3 f GeoPost segment: one CGU per geographical area, and Impairment one CGU for the Exapaq group; f La Banque Postale segment: one CGU per business unit; 15.3.1 Impairment of goodwill Le Groupe La Poste tests goodwill for impairment annually or more frequently if events or changes indicate that it may be impaired. This annual impairment test is carried out in the last quarter of each year. Goodwill is allocated to Cash Generating Units as follows: f Services-Mail-Parcels segment: one CGU for each business unit; 328 Registration document 2014 LE GROUPE LA POSTE f Digital Services segment: one CGU. The impairment test involves comparing the net book value of the CGUs, including any goodwill, to their recoverable value, calculated according to the method explained in Note 2.12. If the CGU’s recoverable value falls below its net book value, an impairment is recognised and initially charged to goodwill. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 The main assumptions used for the Group’s impairment tests are as follows: Discount rate Euro zone Other Standard growth rate Number of projected years Services-Mail-Parcels 6.2% to 7.7% 5.6% 2% 5 GeoPost 7.3% to 8.2% 7.8% to 15% 2% 5 Segment 2014 La Banque Postale 6.7% - 1% 5 Digital Services 7.7% - 2% 5 2013 Services-Mail-Parcels 7% to 7.8% 7.0% 2% 5 GeoPost 6.4% to 9% 7.1% to 10.9% 2% 5 7.7% - 1% 5 La Banque Postale The tests performed on the Group’s goodwill in 2014 led to the full depreciation of IBC’s goodwill, for an amount of €8 million. 15.3.2 Impairment of intangible and tangible assets La Poste’s Mail CGU did not show any indication of impairment as at 31 December 2014. No impairment was recorded in 2013. Sensitivity analysis An increase of one point in the discount rate or a half-point decrease in the growth rate in perpetuity would not have had a material impact on the results of the impairment tests as at 31 December 2014. Registration document 2014 LE GROUPE LA POSTE 329 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 16 Intangible assets (€ million) Software, patents and licences Intangible assets in progress Other intangible assets Total 1,411 198 791 2,400 GROSS AMOUNT Balance as at 31/12/2012 Acquisitions Disposals Change in consolidation scope Transfers 49 147 39 235 (310) (26) (9) (344) 5 (0) 14 19 102 (140) 56 18 1,257 179 890 2,326 96 190 42 327 (42) (16) (12) (71) 4 0 4 7 107 (146) 38 (1) 1,422 208 961 2,590 (1,115) N/A Balance as at 31/12/2013 Acquisitions Disposals Change in consolidation scope Transfers BALANCE AS AT 31/12/2014 DEPRECIATION AND IMPAIRMENT Balance as at 31/12/2012 Depreciation for the year Impairment Reversals on disposals Change in consolidation scope (469) (1,584) (169) (94) (263) 0 0 0 322 9 331 (3) 1 (2) (555) (1,519) Balance as at 31/12/2013 (964) Depreciation for the year N/A (160) (100) (261) Impairment (3) (5) (7) Reversals on disposals 44 12 56 Change in consolidation scope (3) (7) (1,088) (4) 0 (652) (1,740) As at 31/12/2013 293 179 335 807 AS AT 31/12/2014 334 208 309 850 BALANCE AS AT 31/12/2014 NET AMOUNT The “transfers” lines relate to the commissioning of assets. 330 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 17 Tangible assets (€ million) Land and buildings Machinery and equipment Vehicles Other Assets under construction Total 4,850 2,309 836 2,911 245 11,151 GROSS AMOUNT Balance as at 31/12/2012 Acquisitions 17 106 167 156 321 766 (88) (64) (126) (173) (1) (451) 11 9 1 8 0 29 Transfers 90 144 2 89 (382) (57) Translation adjustments (4) (1) (4) (1) (0) (11) 4,876 2,502 876 2,990 183 11,427 14 95 126 145 326 706 (62) (38) (151) (148) (6) (405) 25 Disposals Change in consolidation scope Balance as at 31/12/2013 Acquisitions Disposals Change in consolidation scope Transfers Translation adjustments BALANCE AS AT 31/12/2014 71 (61) 3 12 0 193 8 1 82 (218) 65 9 3 2 4 6 23 5,100 2,509 856 3,085 291 11,842 (1,117) (1,571) (382) (2,029) N/A (5,099) (197) (180) (91) (255) DEPRECIATION AND IMPAIRMENT Balance as at 31/12/2012 Depreciation for the year Impairment (23) (724) (5) (28) Reversals of impairment 18 (0) 0 0 18 Reversals on disposals 30 62 91 164 347 Change in consolidation scope (3) (17) (1) (1) (22) Transfers 25 (17) 0 (1) 7 1 1 2 1 5 (1,265) (1,722) (386) (2,121) (198) (181) (103) (240) Translation adjustments Balance as at 31/12/2013 Depreciation for the year Impairment Reversals of impairment Reversals on disposals Change in consolidation scope (24) N/A (5,495) (722) (6) (30) 9 (0) 0 0 9 24 36 110 143 313 (2) (7) (1) (9) (19) (13) (16) 0 18 (10) (3) (3) (1) (2) (9) (1,471) (1,892) (386) (2,212) N/A (5,962) As at 31/12/2013 3,611 780 489 869 183 5,931 AS AT 31/12/2014 3,629 617 470 874 291 5,880 As at 31/12/2013 48 27 12 5 92 As at 31/12/2014 45 22 8 4 79 Transfers Translation adjustments BALANCE AS AT 31/12/2014 NET AMOUNT Of which finance leases The “transfers” lines correspond to the commissioning of assets and to the reclassification of certain tangible assets to “assets held for sale” (see Note 24). Registration document 2014 LE GROUPE LA POSTE 331 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 18 Equity associates 18.1 Change in investments in associates 18.2 Information on CNP Assurances 18.1 Change in investments in associates Companies with negative net assets (a) (€ million) CNP Assurances OPCI Akatea Yurtiçi Kargo ASENDIA Associate Associate Associate Joint control 2,327 34 41 47 2 4 2 (4) (4) Nature of control Balance as at 31/12/2012 Group share in the profits of equity associates 200 Dividend payments (b) Net change in the fair value of financial instruments and AFS securities 26 Change in consolidation scope 0 Capital increase Transfers and reclassifications Translation adjustments Accretive effect of the capital increase Other Balance as at 31/12/2013 Group share in the profits of equity associates Dividend payments Net change in the fair value of financial instruments and AFS securities BALANCE AS AT 31/12/2014 74 2,522 (27) (7) 27 235 (1) (9) (4) 22 25 25 (11) (11) (5) (49) 8 8 (0) 32 33 48 (3) 106 2,741 (34) (3) 199 2 1 2 17 221 (106) (4) (4) (1) (14) (129) 0 217 26 26 7 7 217 Capital increase Translation adjustments (4) 1 2 2,830 La Poste Mobile 0 (8) (2) 2,522 TOTAL Joint control 0 (36) Change in consolidation scope Transfers and reclassifications Other 2 30 32 51 (3) (5) (5) (1) 133 3,075 (37) (a) Recorded in “Other provisions for contingencies and loss” (see Note 26.2). (b) The Group chose to receive the stock dividend from CNP Assurances in 2013 (as in 2012), which resulted in the acquisition of 17,504,455 new shares of CNP Assurances, thus causing its interest to rise to 20.15% (compared to 19.98% as of 31 December 2012). This transaction resulted in a profit of €8 million being recognised in income (see Note 12). The significant associate investment in the Group is CNP Assurances, which represents 96% of the total value of the investments in associates. No joint venture is significant. 332 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 18.2 20 Information on CNP Assurances (€ million) Control and interest percentage (a) 31/12/2014 31/12/2013 20.15% 20.15% 2,037 2,060 Fair value of the Group’s investment based on the market price (a) See Note 2.3.3. Detailed information on CNP Assurances is presented in its registration document, available at: www.cnp.fr/en/The-Group/ Publications/Registration-Documents. Reconciliation of the financial information with the investment value on the balance sheet – CNP ASSURANCES GROUP 31/12/2014 31/12/2013 Equity attributable to owners of the parent 16,680 14,627 Restatements (deeply-subordinated notes) (2,658) (2,132) 2,826 2,518 4 4 2,830 2,522 (€ million) Equity at percentage of interest held by Le Groupe La Poste Net goodwill INVESTMENT VALUE ON LE GROUPE LA POSTE BALANCE SHEET NOTE 19 Other financial assets 31/12/2014 (€ million) Current Unconsolidated investments 31/12/2013 Non-current Current 184 Provisions for unconsolidated investments Non-current 185 (33) (30) Deposits and guarantees paid 30 17 39 15 Financial derivatives 64 325 129 290 3 71 4 76 Loans for local authority housing Provisions for loans for local authority housing Financial assets held for investment purposes (31) (33) 273 290 252 404 Other financial assets 12 15 10 40 Provisions for other financial assets (0) (6) 383 831 TOTAL Registration document 2014 (8) 433 938 LE GROUPE LA POSTE 333 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Unconsolidated equity investments 31/12/2014 31/12/2013 Percentage held Gross amount Net amount Net amount Crédit Logement 6% 94 94 98 XAnge Capital 2 40% 12 12 12 100% 0 0 5 (€ million) Asset Management LAB Seur Portugal (a) 7 7 Other - French companies 100% 35 32 33 Other - foreign companies (see details in Note 42) 36 6 6 184 151 155 TOTAL (a) Company acquired in December 2014 to be consolidated in 2015. The wholly-owned unconsolidated investments comprise wholly-owned dormant companies, companies in the process of being liquidated or companies with non-material balance sheets and income statements. Deposits and guarantees This line primarily corresponds to the security deposits paid in respect of financial instruments put in place to manage bond debt (€25 million as at 31 December 2014, compared with €35 million as at 31 December 2013). Financial assets held for investment purposes These are assets acquired as part of the cash management process, where the original maturity is greater than three months. These financial assets consist primarily of bonds (€413 million as at 31 December 2014, and €555 million as at 31 December 2013), and negotiable debt securities where the maturities usually range between three and 12 months (€150 million as at 31 December 2014 and €100 million as at 31 December 2013). Loans for local authority housing These loans primarily consist of loans to construction entities with very long-term maturities. Financial derivatives The financial derivatives line represents instruments put in place to manage the interest rate and currency risks on debt. They must therefore be looked at together with “Bonds and other financial debt”. A breakdown of these derivatives can be found in Note 27.4. 334 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 20 Banking activities financial assets 20.1 Customer loans and receivables 20.2 Receivables from credit institutions 20.3 Securities portfolio 20.4 Other banking financial assets 20.5 Banking accruals 20.1 Customer loans and receivables (€ million) 31/12/2014 31/12/2013 861 806 Ordinary customer receivables Other customer receivables Provisions Customer sight loans and receivables Short-term credit facilities 122 94 (146) (138) 838 763 4,043 3,404 43,631 49,984 Loans to legal entities 5,511 3,373 Securities received under repurchase agreements 1,748 350 Provisions (234) (172) 64,699 56,939 Home loans Term customer loans and receivables Finance lease transactions 951 561 1,369 942 67,857 59,204 Securities equivalent to customer loans and receivables TOTAL This line primarily consists of home loans, which are continuing to expand. Short-term credit facilities primarily include: f €3,827 million in consumer loans (excluding accrued interest); The “Securities equivalent to customer receivables and loans” line primarily corresponds to certain financial assets classified in the “available for sale” category, which were reclassified to “loans and receivables” on 1 July 2008 pursuant to the IAS 39 amendment published in October 2008 (see Note 34.5). f deferred amounts on customers’ carte bleue cards. An assessment of the risk exposure of customer loans (primarily home loans) and of impairments is shown in Note 33.3.1. Registration document 2014 LE GROUPE LA POSTE 335 20 20.2 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Receivables from credit institutions 31/12/2014 31/12/2013 Ordinary accounts receivable 188 136 Overnight deposits and loans 12 12 200 148 79,477 78,560 1,507 1,654 190 191 81,174 80,404 1,941 2,342 83,315 82,894 (€ million) Sight loans and receivables – credit institutions Term accounts and loans Securities received under repurchase agreements Subordinated and participating loans Term deposits and loans – credit institutions Securities equivalent to loans and receivables due from credit institutions TOTAL Term accounts and loans primarily include accounts opened at Caisse des Dépôts in connection with the centralisation of regulated products, primarily Livret A passbook savings accounts, Sustainable Development, and LEP savings accounts. 20.3 Securities portfolio (€ million) Government securities and similar Bonds and other fixed-income securities Financial assets held to maturity Government securities and similar 31/12/2014 31/12/2013 25,921 28,889 2,375 3,377 28,297 32,266 2,213 2,086 Bonds and other fixed-income securities 9,427 9,405 Equities and other variable-income securities 1,345 1,176 12,984 12,666 Available-for-sale financial assets Government securities and similar Bonds and other fixed-income securities Equities and other variable-income securities 783 105 8,549 5,097 45 51 Financial assets held for transaction purposes 9,377 5,253 Interest-rate derivatives 1,635 241 Foreign exchange derivatives 11 3 Equity and index derivatives 6 7 1,652 250 11,029 5,504 231 130 52,541 50,566 Derivatives/Positive Fair Value Financial assets at fair value through profit or loss Revaluation adjustment on hedged portfolios (fair value hedges) TOTAL 336 An assessment of credit risks on receivables due from credit institutions (Banking activities) is set out in Note 33.3.2. Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The general principles governing the recognition of securities and derivatives for the Banking activities are set out in Notes 2.14.2 to 2.14.5. 20 An assessment of credit risks for the main items in the Banking activities securities portfolio can be found in Note 33.3. The fair value calculation methods for banking activities financial instruments are set out in Note 34.2. 20.4 Other banking financial assets (€ million) 31/12/2014 31/12/2013 579 490 592 575 Deposits and guarantees paid (a) Other miscellaneous receivables Accrued income TOTAL 350 369 1,521 1,435 (a) Other receivables primarily consist of ongoing transactions with customers. The change in this line should be considered together with that of liability accruals. 20.5 Banking accruals Banking activities accruals primarily consist of accounts pending settlement of transactions with retail customers. Accruals - Assets 31/12/2014 31/12/2013 Pre-paid expenses 33 30 Collection accounts 6 93 Settlement accounts for securities transactions 3 10 341 248 (€ million) Other insurance assets Other accruals – Assets 615 838 TOTAL 998 1,220 31/12/2014 31/12/2013 Accruals - Liabilities (€ million) Settlement accounts for securities transactions 9 11 Other accruals – Liabilities 1,986 2,011 TOTAL 1,995 2,022 Registration document 2014 LE GROUPE LA POSTE 337 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 21 Inventories and work-in-progress 31/12/2014 31/12/2013 Gross amount Provisions Net amount Net amount Raw materials, supplies inventories and goods inventories 95 (5) 90 101 Finished and semi-finished product inventories and work-in-progress 29 (1) 29 31 124 (5) 119 132 (€ million) TOTAL Inventories primarily consist of spare parts for technical facilities and finished products sold in the post office network (primarily stamp-collecting products). NOTE 22 Trade and other receivables 31/12/2014 (€ million) Advances and deposits paid 56 32 2,018 1,836 (100) (81) International mail receivables 518 503 CICE tax credit receivable 543 255 Other receivables 301 295 Trade receivables and related accounts Provisions on trade receivables and related accounts Provisions on other receivables TOTAL International mail receivables (€518 million) are primarily owed by foreign post offices for the delivery of the mail that they have passed on in France. 338 31/12/2013 Registration document 2014 LE GROUPE LA POSTE (33) (29) 3,303 2,810 Likewise, trade and other payables include an international mail service liability (see Note 31) of €468 million owed to foreign postal operators for mail to be delivered outside of France passed on by La Poste to these post operators for delivery. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 NOTE 23 Cash and cash equivalents 23.1 Cash and cash equivalents 23.2 Cash and central bank deposits (Banking activities) 23.1 Cash and cash equivalents Cash and cash equivalents consist of cash on hand, bank balances and short-term investments in monetary instruments. These investments, which were initially due to mature in less than three months, are readily convertible into a known amount of cash and are exposed to a negligible risk of a change in value. (€ million) 31/12/2014 31/12/2013 Cash equivalents 1,166 1,964 Cash at bank 217 133 Cash on hand 7 7 1,389 2,104 TOTAL Cash Equivalents Cash and cash equivalents consisted mainly of term deposits accessible at any time, or within three months, for an amount of €1,125 million (€875 million as at 31 December 2013). As at 31 December 2013, they also included units in money-market units for an amount of €1,045 million. 23.2 Cash and central bank deposits (Banking activities) 31/12/2014 (€ million) Cash on hand (including cash held at post offices reclassified as at 31 December 2013) Central banks TOTAL Cash held at post offices Until 2013, cash held at post offices belonged to La Poste and was excluded from the “Cash and cash equivalents” line item. Because of the low availability of cash held at post offices, which is needed for the running of the post offices, and because it bears no interest, the Group treated it as a current banking use. As at 30 November 2014, this cash was transferred to La Banque Postale for its nominal value, i.e. €633 million. It is now included in the “Cash on hand” line item presented above. The amount of cash held at post offices as at 31 December 2013 (i.e. €612 million) has been reclassified on the same line. 31/12/2013 1,006 885 944 1,296 1,950 2,182 In the cash flow statement, before the transfer, cash held at post offices was excluded from cash at the beginning and end of the period and its changes were shown under non-banking “Cash flows from operating activities”. The change in cash held at post offices between 1 January and 30 November 2014 (i.e. +€21 million) is thus included on the same line as in 2013. The changes after 30 November 2014 are now included in the “Cash from banking activities” line item. Registration document 2014 LE GROUPE LA POSTE 339 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 24 Assets and liabilities held for sale The assets held-for-sale as at 31 December 2014 and 2013 corresponded to properties under promise of sale. NOTE 25 Share capital As at 31 December 2014, the share capital amounted to €3.8 billion, divided into 950 million ordinary shares with a par value of €4 each. As at that date, 73.7% of the capital was owned by the French government and 26.3% was owned by Caisse des Dépôts. f issue of 350 million new shares with equity warrants (ABSA) with a unit price of €6, including a par value of €4 and an issue premium of €2, i.e. a total of €2.1 billion including €1.4 billion in capital and €700 million in issue premiums; f an equity warrant (BSA) is attached to each new Background On 1 March 2010, La Poste became a société anonyme (French public limited company), with a share capital set at €1 billion, split into 500 million fully paid-up shares with a par value of €2 each. This share capital is, by law, wholly-owned by the French government or governmentowned entities, except for any portion reserved for La Poste employees. Prior to that date, La Poste was an independent government-owned company, with no share capital within the legal meaning of the term. April 2011 capital increase At its 10 February 2011 meeting, the Board of Directors approved the planned €2.7 billion capital increase, to which the French government was to subscribe €1.2 billion and Caisse des Dépôts €1.5 billion. The Extraordinary General Meeting of 6 April 2011 approved the following resolutions: f share capital increase of €1 billion through an increase of the par amount of the existing shares from €2 to €4, via the incorporation of reserves; 340 Registration document 2014 LE GROUPE LA POSTE share. The BSAs entitled their holders to subscribe to 100 million new shares between 1 March and 30 April 2013 for a total amount of €600 million, including €400 million in capital and €200 million in issue premiums. The government and Caisse des Dépôts made an irrevocable commitment to exercise all of their BSAs no later than the last day of the exercise period (i.e. 30 April 2013); f inclusion of Caisse des Dépôts in the Group’s governing bodies, with three representatives on the Board of Directors. A first payment of €1.05 billion for the capital issued was made in April 2011, and included €467 million from the government and €583 million from Caisse des Dépôts. The second payment of €1.05 billion, which was identical to the first, was paid in April 2012. In April 2013, the French government and Caisse des Dépôts exercised the 350 million in equity warrants they were holding, which resulted in the issuance of 100 million new shares at a unit price of €6, of which €2 was an issue premium. 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 26 Provisions for contingencies and losses 26.1 Specific provisions for the Insurance and Banking activities 26.2 Other provisions for contingencies and losses 26.1 Specific provisions for the Insurance and Banking activities As at 31 December 2014, underwriting provisions for the Insurance and Banking activities, classified as current provisions for contingencies and losses, is broken down as follows: Home Loan Savings risk Insurance underwriting provisions Total 331 1,283 1,614 0 1,393 1,393 (23) (1,172) (1,195) 0 (10) (10) Balance as at 31/12/2013 309 1,494 1,802 Addition for the year 132 (€ million) Balance as at 31/12/2012 Addition for the year Reversal for use Other movements Reversal for use Other movements BALANCE AS AT 31/12/2014 440 1,533 1,664 (1,297) (1,297) 59 59 1,787 2,228 The provision for Home Loan Savings risk is intended to cover the negative impact of Home Loan Savings deposits for lending institutions authorised to accept them, given the commitments that they imply (see Note 2.19). This provision was subject to a net increase of €132 million over the financial year, which is broken down as follows: (€ million) Amounts collected PEL and CEL amounts granted 2014 provisions 2013 provisions Net movements 2013/2014 Age Over 10 years 5,809 93 96 (3) 4 to 10 years 7,714 110 100 10 Under 4 years 9,531 203 39 164 407 235 172 Total Home Loan Savings Plans (PEL) Total Home Loan Savings Accounts (CEL) TOTAL 23,054 118 5,157 735 34 73 (39) 28,211 853 441 309 132 Registration document 2014 LE GROUPE LA POSTE 341 20 26.2 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Other provisions for contingencies and losses As at 31 December 2014, the other provisions for contingencies and losses is broken down as follows: Employee-related disputes Other disputes Non-current provisions 26 30 34 90 Current provisions 49 52 285 385 Balance as at 31/12/2012 75 81 319 475 (€ million) Addition for the year Total 75 55 179 310 Reversal for use (26) (18) (48) (92) Reversal of provisions no longer required (29) (38) (11) (79) (0) 0 (1) (1) 2 (1) 38 39 44 6 64 114 Discounting Other movements Non-current provisions Current provisions 53 73 413 538 Balance as at 31/12/2013 97 79 476 652 Addition for the year 54 71 172 297 Reversal for use (23) (10) (97) (130) Reversal of provisions no longer required (13) (35) (20) (68) 0 0 1 1 Discounting Other movements Non-current provisions Current provisions BALANCE AS AT 31/12/2014 Provisions for employee disputes cover all employee disputes (industrial tribunal, etc.) and ongoing disputes with social security bodies. Provisions for other disputes relate to disputes brought before administrative, civil or commercial courts. 342 Other Registration document 2014 LE GROUPE LA POSTE 0 1 3 4 63 19 90 172 53 86 446 585 115 105 536 757 As at 31 December 2014, other provisions included a €37 million provision covering the negative net asset value of equity associates and joint ventures, compared to €34 million as at 31 December 2013 (see Note 18.1). 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 27 Bonds and other financial debt 27.1 Breakdown of financial debt 27.2 Breakdown of debt by maturity 27.3 Bonds 27.4 Non-banking activities derivatives 27.5 Other financial debt 27.1 Breakdown of financial debt 31/12/2014 (€ million) Financial debt at amortised cost Short-term Mediumand long-term Short-term Mediumand long-term 730 3,482 635 3,467 Bonds Finance leases La Poste savings bonds Commercial paper Current bank facilities Deposits and guarantees received Other borrowings at amortised cost 3,380 12 Interest accrued not due on borrowings 63 150 13 30 TOTAL CURRENT AND NON-CURRENT 44 353 26 368 25 7 30 4 17 2,096 207 2,015 518 530 22 15 42 27 4 8 7 9 128 Medium- and long-term bonds and other financial debt (non-current) Short-term bonds and other financial debt (current) 21 61 Borrowings subject to fair value hedging Other derivatives 46 3,380 285 Borrowings designated at fair value Financial derivative liabilities relating to bonds 31/12/2013 131 6,120 885 7,005 Registration document 2014 6,048 1,023 7,071 LE GROUPE LA POSTE 343 20 27.2 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Breakdown of debt by maturity Maturity of < 1 year 2014 (€ million) Maturity of 1 to 5 years 2013 Maturity of > 5 years Total 2014 2013 2014 2013 2014 2013 961 163 2,419 3,217 3,380 3,380 32 2 14 42 57 65 Financial debt at amortised cost Bonds Finance leases 12 La Poste savings bonds Commercial paper Current bank facilities Deposits and guarantees received Other borrowings at amortised cost 21 61 63 61 63 285 150 285 150 13 30 13 30 353 368 24 24 379 393 7 4 30 17 37 21 207 1,343 1,341 2,096 2,222 518 530 518 530 2 1 Borrowings at fair value Bonds 753 674 Borrowings subject to fair value hedging Bonds Financial derivative liabilities relating to bonds Other derivatives 22 42 15 27 37 69 4 7 8 9 13 16 2,932 2,114 Accrued interest not due 128 131 TOTAL 885 1,023 27.3 3,188 3,934 128 131 7,005 7,071 Bonds Bond debt, excluding accrued interest, changed as follows: (€ million) Borrowings at amortised cost Borrowings at fair value Hedged borrowings Total 3,853 2,294 546 6,694 Balance as at 31/12/2012 New borrowings Redemptions Issue premium 250 250 (726) (726) 3 3 Change in credit risk 51 Other changes Balance as at 31/12/2013 3,380 51 (123) (16) (139) 2,222 530 6,133 New borrowings Redemptions (207) (207) 25 25 Issue premium Change in credit risk Other changes BALANCE AS AT 31/12/2014 344 Registration document 2014 3,380 LE GROUPE LA POSTE 57 (12) 45 2,096 518 5,995 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Debt repayment The bond issued in 2007 with a nominal value of CHF250 million was redeemed in July 2014. This bond was backed by a swap that allowed the currency risk to be fully hedged. The net cash outflow from the redemption amounted to €151 million. the decrease in the cost of credit risk over the year. This change had a €25 million positive impact on the fair value of the bonds as at 31 December 2014, compared with 31 December 2013 (as opposed to a €51 million positive impact in 2013). The other changes primarily related to: f the increase in the fair value of borrowings designated Change in credit risk The fair value measurement of the borrowings designated at fair value through profit or loss (see Note 2.15.1) reflects at fair value through profit or loss at inception mainly due to the decrease in long-term interest rates in 2014; f the change in the fair value of hedged loans. See below. A loan with a nominal value of €500 million has been hedged at fair value since February 2009. The effect of this hedge on the income statement is as follows: (€ million) 31/12/2014 31/12/2013 (12) (16) 12 16 - - Revaluation of hedged borrowings through profit or loss Revaluation of hedges on borrowings through profit or loss NET IMPACT ON PROFIT OR LOSS As at 31 December 2014, the Group bonds, which have a nominal value of over €500 million, is broken down as follows: Nominal value Maturity Currency Nominal rate (millions of currency units) Accounting treatment 2003 2023 Euro 4.375% 580 Fair value 2008 2018 Euro 4.500% 500 Fair value Issue date Other bonds at fair value 697 TOTAL BONDS AT FAIR VALUE 1,777 2004 2019 Euro 4.750% 580 Amortised cost 2006 2021 Euro 4.250% 1,000 Amortised cost 2012-2013 2024 Euro 2.750% 1,000 Amortised cost Other bonds at amortised cost 800 TOTAL BONDS AT AMORTISED COST 2009 3,380 2016 Euro 4.750% TOTAL BONDS SUBJECT TO FAIR VALUE HEDGING 500 Fair value hedge 500 Registration document 2014 LE GROUPE LA POSTE 345 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The breakdown of the bond-rate by type of rate as at 31 December 2014 was as follows: Debt breakdown before fixed-for-floating swaps (€ million) Impact of fixed-forfloating transactions Debt breakdown after fixed-for-floating swaps Amount % Amount Amount % 5,995 100% (2,615) 3,380 56% 2,615 2,615 44% 5,995 100% Fixed-rate borrowings Floating-rate borrowings Of which borrowings covered by partial or total rate-refixing swaps (see note below) 984 TOTAL BORROWINGS 5,995 The fixed-for-floating-rate swaps mentioned above are used at any time after issuance, in order to turn the fixed rate into a floating rate up until the maturity of the borrowings in question. Furthermore, swaps allow the refixing of a portion of these borrowings at fixed rates with short maturities ranging from one to five years. 100% As at 31 December 2014, the portion of floating-rate borrowings covered by these “rate refixing” swaps amounted to €984 million, i.e. 16% of total borrowings. These borrowings are still shown on the “Floating-rate borrowings” line. “Rate-refixing” swaps represent a nominal amount of €840 million. As at 31 December 2014, the breakdown of bond debt by currency was as follows: (€ million) Euro Pound Sterling TOTAL Debt structure before currency swaps Impact of currency swaps 5,714 96% 280 280 5% (280) 5,995 100% - Debt structure after currency swaps 5,995 100% 5,995 100% Bonds denominated in foreign currencies are backed by swaps that allow the currency risk to be fully hedged. 346 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 27.4 20 Non-banking activities derivatives Fair value as at 31/12/2014 (€ million) Fair value as at 31/12/2013 Assets Liabilities Assets Liabilities 350 15 362 27 350 37 362 69 37 412 Trading derivatives at fair value through profit or loss Fixed-for-floating derivatives Floating-for-fixed derivatives Total 22 42 Hedging derivatives Fair value hedges TOTAL DERIVATIVES RELATING TO BONDS 38 388 50 69 Other Currency swaps 6 Cash management funds derivatives TOTAL NON-BANKING ACTIVITIES DERIVATIVES 13 388 50 16 419 85 Amortisable balance on interrupted hedging derivatives Cash flow hedging derivatives 27.5 Other financial debt Finance leases Liabilities relating to assets held under finance leases primarily involve properties and sorting machines. La Poste savings bonds This line represents La Poste’s savings bond liabilities. All of the bonds had matured by the end of 2014. 8 10 Commercial paper Commercial paper issued by La Poste and not matured as at 31 December 2014 have maturities of three to six months and represent €285 million (€150 million as at 31 December 2013). Deposits and guarantees paid This line primarily relates to security deposits received in respect of financial instruments put in place to manage bonds. Registration document 2014 LE GROUPE LA POSTE 347 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 28 Net debt 28.1 Net debt position 28.2 Changes to net debt 28.1 Net debt position (€ million) Cash and cash equivalents (balance sheet line) Note 31/12/2014 31/12/2013 23 1,389 2,104 Debt-related derivative assets 19 388 419 Investment securities with initial maturities of over 3 months 19 563 655 Security deposits paid in connection with derivatives, recognised as assets 19 Net financial receivable against La Banque Postale Cash and other asset items (1) Medium- and long-term bonds and other financial debt 27 Short-term bonds and other financial debt 27 25 35 634 53 2,999 3,266 6,120 6,048 885 1,023 Gross debt (2) 7,005 7,071 NET DEBT (2)-(1) 4,005 3,805 Increase (Decrease) in net debt as at 31 December 2014 28.2 200 Changes to net debt Crossreferences (€ million) 2014 1,030 1,018 Cash flows from investing activities CFS (794) (1,391) Cancellation of the change in cash management financial assets CFS (86) (157) (880) (1,548) (171) (171) Cash flows from operating activities CFS Cash flow from investing activities excluding the acquisitions and disposals of cash management financial assets (b) Capital increase CFS Dividends paid to the shareholders Purchase of non-controlling interests CFS Net financial interest expense Change in the fair value of financial instruments Impact of changes in consolidation scope on gross debt Increase in finance lease liabilities Other items (c) Cash flows and change in debt from financing activities DECREASE (INCREASE) IN NET DEBT SINCE 1 JANUARY 600 (3) (9) (149) (163) (6) (28) (14) (14) (7) (17) 0 (5) (350) 193 (200) (337) Net debt at the beginning of the period (3,805) (3,468) Net debt at the end of the period (4,005) (3,805) (a) “CFS” refers to the non-banking column of the Cash Flow Statement in the consolidated financial statements. (b) The cash flows from investing activities stand out from CFS due to the exclusion of the “change in cash management financial assets”, assets deducted from the net debt calculation. (c) The “Other items” line includes the impact of currency fluctuations on net debt and dividends paid to non-controlling interests. 348 2013 (a) Registration document 2014 LE GROUPE LA POSTE 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 29 Employee benefits 29.1 Change in provisions for employee benefits 29.2 Description of employee benefits 29.3 Actuarial assumptions 29.4 Change in post-employment benefit commitments 29.5 Analysis of post-employment benefit expenses 29.6 Expected cash outflows 29.1 Change in provisions for employee benefits Provisions for employee benefits have changed as follows during 2014: 31/12/2013 (€ million) Post-employment benefits for La Poste’s state employees Retirement benefits for the Group’s contract staff Current Increase 17 433 7 (12) 6 224 27 55 24 Pension plans for employees of foreign subsidiaries Post-employment benefits End-of-career arrangements 31/12/2014 Noncurrent Decrease for use Interest cost Other changes Current Noncurrent 14 51 17 493 (4) 5 55 8 306 2 (6) 3 11 712 36 (23) 22 116 19 64 25 863 382 775 423 (366) 387 846 Severance payments 81 32 3 (0) 86 29 Long-term sick leave/long-term paid leave 61 45 1 (1) 61 46 114 101 20 123 110 2 21 2 18 Other benefits 258 199 25 (9) 3 272 203 TOTAL 663 1,685 484 (397) 44 683 1,912 Accrued leave Other long-term benefits 29.2 Description of employee benefits Post-employment and long-term benefits resulting from defined benefit plans, together with their related costs, are measured using the projected unit credit method, in accordance with IAS 19. Annual actuarial appraisals are carried out. (4) 3 (3) 116 The appraisal calculations involve taking third-party actuarial economic assumptions into account (discount rates, inflation rates, and the rate of increase in pensions, etc.), as well as assumptions that are specific to Le Groupe La Poste (employee turnover rates, mortality rates, and the rate of increase in salaries, etc.). Registration document 2014 LE GROUPE LA POSTE 349 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 29.2.1 Pension commitments for state employees at La Poste Article 150 of the 2006 Amending Finance Act, published in the Journal Officiel of 31 December 2006, stated that an employer contribution is to be made in full discharge of its obligation regarding the pensions of state employees working at La Poste. As a result, no provision is recorded in La Poste’s financial statements in respect of state employees’ retirement benefits. 29.2.2 Post-employment benefits granted to retired state employees attached to La Poste Other commitments for post-employment benefits include: f employee welfare services provided to state employees, primarily including home help and holiday vouchers; The provisions relating to early end-of-career arrangement plans recognised as at 31 December 2014 factor in the expected enrolments to the plan available in 2015, as well as enrolments to the plans operating previously. 29.2.6 Other long-term benefits These are paid leave schemes: f accrued leave: accrued leave is a scheme that allows employees to accrue part of their unused earned leave beyond the period for using earned paid leave. The provision for accrued leave corresponds to the value of the leave rights included in this scheme; f supplementary leave: state employees from the overseas departments or who work in the overseas departments benefit from paid supplementary leave, as well as from paid travel expenses. The provision covers these supplementary leave and travel rights; f a loyalty bonus granted to retired state employees who f long-term sick leave/long-term paid leave: the hold their pension in a current account at La Banque Postale; provision for long-term sick leave and long-term paid leave is designed to cover the costs relating to future leave incurred as at the balance-sheet date. This provision is measured at every balance-sheet date for every employee concerned, on the basis of future entitlements, as expressed by a number of payable index points. f granting assistance to voluntary organisations that provide services to retired state employees. 29.2.3 Retirement benefits for the contract staff of La Poste and the Group’s French subsidiaries Employees retiring from the Company and eligible for a pension receive retirement benefits, the amount of which is based on length of service and final salary. 29.2.4 Pension plans for employees of the Group’s foreign subsidiaries Pension commitments for the Group’s foreign subsidiaries primarily relate to the GeoPost sub-group and the GeoPost UK subsidiary. GeoPost UK’s commitments are partially covered by a pension fund. 29.3 Actuarial assumptions The actuarial assumptions used to measure employee benefits are reviewed and updated once a year at the annual balance-sheet date. The main assumptions selected as at 31 December 2014 were as follows: f likelihood of retaining working staff within the Group, life expectancy and estimates of future salary increases; f retirement age assumptions for employees of foreign 29.2.5 End-of-career arrangements La Poste employees may benefit, under certain conditions, from early end-of-career arrangement plans. These arrangements are offered to people who meet a minimumage requirement from 53 to 59 years of age and according to certain conditions (position that is physically demanding or not, active or office roles, number of years of service, etc.). During the term of the plan, the beneficiaries receive 70% of a full time remuneration while working in an operational activity for a smaller portion of the time. 350 Registration document 2014 LE GROUPE LA POSTE companies and employees governed by foreign collective bargaining agreements, which take account of local economic and demographic factors; f an assumed average benefit increase of 2% (no change compared with 2013); f provisions for retirement commitments relating to end- of-career arrangements that form part of agreements are calculated on the basis of the definite enrolments in these plans as at the balance-sheet date, as well as of Management’s best estimate of likely future enrolments up until the expiry date of these agreements. An increase of one point in the expected rate of enrolment would have increased the provision by €25 million as at 31 December 2014; Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 f the discount rates used for actuarial appraisals as at the balance-sheet date, determined with reference to a basket of AA-rated corporate bonds published by Reuters, were as follows: Maturity 5 years 10 years 15 years 20 years Euro zone 0.6% 1.2% 1.5% 1.8% UK zone 1.9% 2.4% 3.0% 3.2% Euro zone 1.4% 2.5% 2.8% 3.1% UK zone 2.3% 3.5% 3.9% 4.2% 2014 2013 29.4 Change in post-employment benefit commitments The tables below show the change in the commitment and in the plan assets for the Group’s post-employment benefit plans as at 31 December 2014 and 31 December 2013. 29.4.1 Change in commitments (€ million) Commitment at the beginning of the period 2014 2013 886 887 Cost of services provided 37 25 Discount unwinding costs 29 23 1 2 (23) (26) Change in consolidation scope Curtailment and settlement of plans Benefits paid Employee contributions 1 Actuarial (gain) loss relating to changes in assumptions (a) 144 (12) Actuarial (gain) loss due to experience adjustments (23) (11) Translation adjustments COMMITMENT AT THE END OF THE PERIOD 14 (4) 1,066 886 (a) Mainly due to changes in the discount rate. There was no change in the post-employment plans in 2014 and 2013. Registration document 2014 LE GROUPE LA POSTE 351 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 29.4.2 Change in plan assets 2014 2013 150 141 Expected return on assets 6 5 Employer contributions 7 6 Employee contributions 1 1 (9) (7) (€ million) Plan assets at the beginning of the period Benefits paid Change in consolidation scope 2 Actuarial differences 12 Translation adjustments PLAN ASSETS AT THE END OF THE PERIOD 4 11 (2) 178 150 The plan assets primarily relate to GeoPost UK’s pension commitments. 29.4.3 Net commitment 31/12/2014 31/12/2013 Commitments 1,066 886 Plan assets (178) (150) 888 736 863 712 25 24 2014 2013 80 110 144 (12) Actuarial (gain) loss due to experience adjustments (23) (11) Actuarial differences on plan assets (12) (4) 189 80 (€ million) NET COMMITMENT Of which non-current provision Of which current provision 29.4.4 Change in actuarial differences (recognised in “Other comprehensive Income”) (€ million) Actuarial (gain) loss at the beginning of the period Actuarial (gain) loss relating to changes in assumptions (a) Curtailment and settlement of plans Other (2) ACTUARIAL (GAIN) LOSS AT THE END OF THE PERIOD (a) Mainly due to changes in the discount rate. 352 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 29.4.5 Breakdown of plan assets 31/12/2014 31/12/2013 Equities 17% 34% Diversified investment funds 46% 32% LDI (Liability-Driven Investment) funds 15% 10% Insurance contracts 23% 24% 29.4.6 Discount rate sensitivity A 50 basis point reduction in the discount rate would increase the Group’s net post-employment benefit commitment by around €80 million. 29.5 Analysis of post-employment benefit expenses 2014 2013 Cost of services provided 37 25 Discount unwinding costs 29 23 Expected return on assets (6) (5) 60 43 (€ million) Curtailment and settlement of plans EXPENSE (INCOME) FOR THE PERIOD 29.6 Expected cash outflows The table below presents an estimate of the benefits payable over the next five years in respect of defined-benefit post-employment benefits: (€ million) Benefits paid correspond to Group cash outflows, except for the GeoPost UK and DPD Schweiz pension plans, which are covered by an asset fund (benefits of approximately €9 million paid per year). Benefits paid 2015 32 2016 29 2017 30 2018 30 2019 30 Registration document 2014 LE GROUPE LA POSTE 353 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements NOTE 30 Banking activities financial liabilities 30.1 Liabilities to credit institutions 30.2 Liabilities to customers 30.3 Debt evidenced by a certificate and other banking financial liabilities 30.1 Liabilities to credit institutions 31/12/2014 31/12/2013 262 82 24 29 286 110 13,343 12,080 1,527 2,567 Term liabilities to credit institutions 14,870 14,647 TOTAL 15,157 14,757 (€ million) Ordinary accounts payable Other amounts due Sight liabilities to credit institutions Securities given under repurchase agreements Term deposits and loans Securities given under repurchase agreements correspond to inter-bank and similar transactions. The subordinated debt corresponds to La Banque Postale’s bond issues. The maturity schedule for liabilities to credit institutions is as follows: Maturity of < 1 year 354 Maturity of 1 to 5 years (€ million) 2014 2013 Sight liabilities to credit institutions 286 110 2014 2013 Maturity of > 5 years 2014 Total 2013 2014 2013 286 110 Term liabilities to credit institutions 13,704 12,194 965 2,084 202 369 14,870 14,647 TOTAL 13,990 12,304 965 2,084 202 369 15,157 14,757 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 30.2 20 Liabilities to customers This item primarily represents deposits by customers of the Banking activities plus accrued interest not due on these deposits. 31/12/2014 31/12/2013 Livret A passbook savings accounts 62,696 64,314 Home Loan Savings Plans (PEL) 23,055 21,287 5,157 5,699 289 340 LEP savings accounts 8,095 8,681 Sustainable Development (LDD) accounts 7,326 7,191 703 753 2,008 2,514 (€ million) Home Loan Savings Accounts (CEL) PEP accounts Youth passbook savings accounts Livret B (savings passbook) accounts Stock Savings Plan Liquidity Accounts 464 404 3,180 2,684 112,974 113,866 50,041 47,670 1 1 563 231 Other special accounts Special savings accounts Ordinary trade payables Customer borrowings Other amounts due to customers Sight liabilities to customers 50,604 47,901 Customer borrowings 216 259 Term deposits 422 548 Equities and securities given under repurchase agreements 3,035 4,008 Term liabilities to customers 3,672 4,815 167,251 166,583 TOTAL Since 1 January 2009, the funds in La Banque Postale’s Livret A passbook savings accounts, which were previously held by Caisse Nationale d’Épargne, have been taken over directly by La Banque Postale. This is pursuant to the deregulation of the distribution of Livret A passbook savings accounts, which resulted in the winding up of Caisse Nationale d’Épargne. Registration document 2014 LE GROUPE LA POSTE 355 20 30.3 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements Debt evidenced by a certificate and other banking financial liabilities 31/12/2014 (€ million) 31/12/2013 Subordinated debt 1,658 829 Bonds 3,620 1,536 Certificates of deposit 5,770 2,763 11,048 5,129 1,591 478 332 118 Debt evidenced by a certificate Guarantee deposits received Financial liabilities at fair value through profit or loss Hedging derivatives 432 372 1,739 705 15,143 6,801 Other financial liabilities TOTAL The “financial liabilities at fair value through profit or loss” primarily correspond to interest rate derivatives. The maturity schedule for debt evidenced by a certificate is as follows: Maturity of < 1 year (€ million) Debt evidenced by a certificate Maturity of 1 to 5 years Maturity of > 5 years Total 2014 2013 2014 2013 2014 2013 2014 2013 6,044 2,999 872 150 4,132 1,980 11,048 5,129 NOTE 31 Trade and other payables 31/12/2014 31/12/2013 Trade payables and related accounts 1,391 1,421 Tax and social security liabilities (€ million) 1,868 1,822 Payable to suppliers of non-current assets 230 240 International mail payables 468 489 Customer advances and deposits 184 212 Other operating payables 179 172 4,321 4,357 TOTAL 356 Registration document 2014 LE GROUPE LA POSTE Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 20 Additional information NOTE 32 Information on risks excluding Banking activities 32.1 Credit risk 32.2 Liquidity risk 32.3 Interest-rate risk 32.4 Currency risk La Poste takes a prudent approach to risk management, which is based on a system of notional limits for each financial risk to which it is exposed as part of its financial activities. This system of limits is set out in a “Limits Handbook” that is updated regularly, according to the changes in the Treasury and Financing Department’s activities, and is presented to the La Poste Audit Committee every year. The commitments to La Poste’s counterparties are subject to systematic collateralisation agreements that enable the risk of default to be reduced at the franchise level. An execution report for the Limits Handbook is also presented to La Poste’s Audit Committee every year. Considering the high amount of its investments, in 2013 La Poste implemented an indicator designed to assess the maximum statistical risk of financial loss on its investment securities portfolio, with a 97.5% confidence interval. This indicator is based on one-year Credit Default Swaps for each of the issuers in its portfolio, weighted with the investment’s current amount and residual maturity. 32.1 32.2 Credit risk In the course of its non-banking financial activities, La Poste is primarily exposed to two types of credit risk: f the risk of its issuers defaulting on their investment securities; Liquidity risk Liquidity risk is assessed through forecast cash flows, calculated as a moving average every day during the first month and then monthly for the rest of the year. f the risk of its market counterparties defaulting. Any liquidity gaps are refinanced through the issue of French commercial paper or Euro Commercial Paper (ECP). La Poste’s cash is invested in money-market UCITS, term deposits and Negotiable Debt Securities (NDS) with a minimum short-term rating of A2/P2. The credit risks are controlled by a system of limits representing the maximum nominal amount not to exceed for each UCITS or issuer. In addition, La Poste has negotiated confirmed credit facilities with financial institutions and has access to a €650 million syndicated credit facility, as well as to an additional €75 million credit facility granted by BNPP (see Note 36.4.2). Moreover, in view of its operations in derivative markets, La Poste is exposed to the risk of its market counterparties defaulting. This risk is also controlled via a system of limits, which constitute absolute upper limits for risks arising from the derivative portfolio. A liquidity warning is sounded when the one-month forecast cash flow statement reveals that total short-term financial resources used exceed 50% of all available financial resources (confirmed credit facilities). The exposure relating to these instruments is assessed through the net market value of the derivatives for each counterparty, after taking into account guarantees received or given under collateralisation agreements. Registration document 2014 LE GROUPE LA POSTE 357 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The table below shows the contractual cash flows relating to non-derivative financial liabilities, as well as the contractual flows relating to debt management derivatives, regardless of whether they are shown as liabilities or assets. These flows are not discounted and their total may therefore differ from the amount recognised on the balance sheet. 2015 flows As at 31/12/2014 (€ million) Balance sheet amount Interest Bonds 5,995 Borrowings at amortised cost Borrowings at fair value Principal Interest Principal Interest Principal 245 245 757 533 1,900 397 3,000 3,380 135 135 388 960 296 2,420 2,096 86 86 257 145 940 101 580 Borrowings subject to fair value hedging 518 24 24 500 Other financial debt 832 731 21 55 26 Finance leases 57 12 9 11 26 La Poste savings bonds 61 61 285 285 Current bank facilities Deposits and guarantees received Other borrowings at amortised cost Derivatives Derivative liabilities Derivative assets TOTAL 32.3 13 13 379 353 6 20 37 7 6 24 (338) (81) (99) 35 (134) 50 7 (7) 35 1 (388) (88) (92) 6,488 164 Interest-rate risk La Poste has pursued an active management strategy for its bond debt since 1999, based on the use of derivatives to reduce the coupon rate of its bonds. This hands-on management generates a unidirectional interest-rate risk linked to an unfavourable change in the yield curve. The interest-rate risk is controlled by a percentage limit representing the maximum cost of the bond debt according to a four-year horizon. This limit, which is reviewed every year based on the residual maturity of the bond debt, is monitored on a weekly basis. The forecast cost of debt is determined on the basis of projected cash flows for all instruments used to manage the debt, i.e. borrowings and derivatives. The cash flows from floating-rate coupons are assessed using an industry tool that enables expected future coupons to be determined based on the yield curve. Registration document 2014 Principal 2020 flows and beyond Interest Commercial paper 358 2017-2019 flows 2016 flows LE GROUPE LA POSTE 731 146 (79) (135) 813 399 (79) 1,955 318 3,026 In order to anticipate the impact of a rise in interest rates, the cost of debt is simulated every week based on a parallel shift of 50 basis points in the yield curve. If the result of this test exceeds the authorised interest rate limit, preventive transactions are carried out to re-price the cost of the debt. Sensitivity analysis A uniform sudden 50-basis point increase in the market yield curve would result in a €6.8 million increase in the Group’s annual financial expense, after taking into account debt management derivatives (compared with €5.9 million as at 31 December 2013). A uniform sudden 50-basis point increase in the market yield curve would result in a €4.4 million profit in income (compared with €3.2 million as at 31 December 2013), resulting from the change in the fair value of the debt recognised at fair value through profit or loss and of the debt management swaps. Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements 32.4 Currency risk La Poste cautiously assesses currency risk by systematically hedging borrowings and investment securities denominated in foreign currencies via the setting up of currency swaps or forward purchases and sales. 20 As at 31 December 2014, there were no significant foreign currency-denominated investment securities. Some bonds are denominated in pounds sterling. These borrowings are fully protected by a foreign exchange hedge, as detailed in Note 27. NOTE 33 Information on risks relating to banking activities 33.1 Structural risk factors 33.2 La Banque Postale’s risk exposure 33.3 Credit risk 33.4 Liquidity risk 33.5 Interest-rate risk 33.6 Market risk 33.1 Structural risk factors La Banque Postale has reviewed the risks that could have a material adverse effect on its business, its financial position and its results (or its ability to achieve its targets), and considers that there are no significant risks other than those shown. The structural risk factors that affect La Banque Postale are primarily related to its retail banking business, i.e. liquidity and interest-rate risk linked to converting short-term customer deposits to longer-term use, credit risk on the loans granted to its customers, and the operational risk relating to the banking activities. Market risk also represents a structural risk factor, which La Banque Postale monitors closely. 33.2 La Banque Postale’s risk exposure (€ million) 31/12/2014 31/12/2013 9,376 5,253 297 128 Financial assets at fair value through profit or loss Trading derivatives Hedging derivatives 1,532 221 Available-for-sale financial assets 13,102 12,793 Loans and receivables – Credit institutions 83,315 82,894 Customer loans and receivables 67,857 59,212 Financial assets held to maturity 28,297 32,266 203,776 192,767 Financing commitments given 17,948 20,501 Guarantee commitments given 3,436 3,690 21,384 24,191 225,160 216,958 Balance sheet exposure net of impairment Off-balance sheet exposure TOTAL NET EXPOSURE Registration document 2014 LE GROUPE LA POSTE 359 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements The following risks are described below: 33.3 Credit risk 33.4 Liquidity risk 33.5 Interest-rate risk 33.6 Market risk 33.3 Credit risk The Risk Department reports to the Risk Committee on the drafting and implementation of the system for monitoring and managing credit risk relating to the retail and corporate banking businesses. In terms of risk monitoring procedures, the Risk Department defines the monthly credit risk monitoring indicators approved by the Risk Committee. The Risk Department covers credit risk, as defined in Article 4 of Regulation 97-02 (amended), namely the risk incurred in the event that a counterparty or counterparties considered as a single beneficiary within the meaning of Regulation (EU) No. 575/2013 of the European Parliament and of the Council. 33.3.1 Credit risk on transactions with retail customers In terms of retail customer lending, La Banque Postale group activities that give rise to a credit risk include: f home loans to individuals and SCI property investment companies (La Banque Postale and its subsidiaries BPE and SOFIAP); f overdrafts and means of payment extended to individuals (La Banque Postale and its subsidiary BPE); f consumer loans (La Banque Postale Financement, BPE, as well as La Banque Postale for previous loans granted to Le Groupe La Poste staff); f personal micro-loans (La Banque Postale). Where management of inherent risk is concerned, the Group Risk Department is responsible for the rules on recovery, working together with the Legal Department and the Operations Department, and with the Accounting Department for the rules governing provisions for accounts receivable. Beyond the scope of its own duties , the Group Risk Department has the credit risk “game plan” approved by the Group Risk Committee (chaired by a member of the Executive Board), or by the Executive Board, if requested by the Chairman of the Group Risk Committee. After they are approved, the Group Retail Risk Department makes sure these rules are implemented and correctly applied during all the lending process. As part of the credit risk organisation deployment, the Risk Managers of BPE and LBPF have reported to the Group Risk Manager since January 2015 and July 2014 respectively. In accordance with regulations, the Retail Credit Risk Department ensures that the risks surveillance and monitoring rules are implemented and it coordinates all the control mechanisms involved. A follow-up is performed at Group Risk Committee level, with specific follow-ups on each subsidiary. La Banque Postale’s loan guarantee system Risk management General principle Within the La Banque Postale group, the Group Risk Department is in charge of defining the risk-taking rules and the tools used for managing the generated risks, of overseeing the effective application of the rules and the proper functioning of the tools for the Group, i.e. La Banque Postale SA, La Banque Postale Financement, BPE and SOFIAP. The general principle is that any financing must be 100% hedged by an “eligible” guarantee, i.e. offering a sufficient hedging level: It amends the rules for granting and committing to loans. 360 The Group Retail Risk Department runs La Banque Postale’s Group Retail Customers’ Lending Committee, which is the highest delegating body within the La Banque Postale group for granting retail loans. Registration document 2014 LE GROUPE LA POSTE f asset-backed mortgage of the first rank or equivalent, privilege of the money-lender, mortgage, pledge of mortgage assets granted by a third party guaranteeing the borrower’s debt; 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolidated financial statements f pledge of financial products (life insurance contracts, Bridging loans can be granted without an “eligible” guarantee, when the sale agreement or the promise of sale for the asset that is the subject of the loan has been signed and the conditions precedent in favour of the buyer of the asset have been lifted. In that case, the bank can settle for a simple promise to pledge the sold asset. securities accounts, REIT units), in accordance with the hedging ratio of the loan by the pledged savings, as specified in the issuance conditions, depending on the nature of the pledged assets (securities, bonds, currency, etc.); f guarantees provided by a guarantee body, authorised by If the quality of the application file justifies it, the bank can accept an unsecured loan on the condition that all of the unsecured loans granted to the same customer do not exceed the ceiling set in the issue conditions. the Guarantee Providers Referencing Committee of La Banque Postale. By exception to the above principles If the quality of the application file justifies it, La Banque Postale can accept the guarantee provided by a private individual as principal guarantee, within the limits set in the issue conditions. Some low amount home improvement loans are granted without a guarantee. Exposure to credit risk on transactions with retail customers 2014 Gross book value as at 31/12/2014 (€ million) Home loans Consumer loans Ordinary accounts receivable TOTAL Gross off-balance sheet amount as at 31/12/2014 Total exposure as at 31/12/2014 Amounts outstanding As a % of total exposure Amounts outstanding As a % of total exposure Amounts outstanding % total 53,631 96% 2,389 4% 56,020 81% 4,043 88% 529 12% 4,572 6% 724 8% 8,108 92% 8,832 13% 58,397 84% 11,027 16% 69,424 100% 2013 Gross book value as at 31/12/2013 (€ million) Home loans Consumer loans Ordinary accounts receivable TOTAL Gross off-balance sheet amount as at 31/12/2013 Total exposure as at 31/12/2013 Amounts outstanding As a % of total exposure Amounts outstanding As a % of total exposure Amounts outstanding % total 49,985 96% 2,280 4% 52,265 76% 3,404 92% 310 8% 3,714 5% 687 5% 12,069 95% 12,756 19% 54,076 79% 14,659 21% 68,735 100% The exposure position was relatively stable compared with the previous financial year. The relative value of the “home loans” exposure increases at 81%. Conversely, La Banque Postale Financement’s consumer loans business continued its expansion, and rose from 5% to 7% of total exposure, whereas the exposure of ordinary accounts receivable decreased by six points. Registration document 2014 LE GROUPE LA POSTE 361 20 Financial information regarding the assets and liabilities, financial position and results of the issuer Consolid
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