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Raport Roczny 2014
Poczta Polska won the contest for the designated postal operator
for rendering universal postal services until 2025. The contest was organised by the Office of Electronic Communications.
The European Union imposes an obligation to designate an operator for the provision of universal services on member states, striving to ensure that citizens have access to top quality services rendered at affordable prices and pursuant to uniform rules throughout the entire country.
Poland was the first European country to carry out such a contest.
www.poczta-polska.pl
ANNUAL REPORT
Parcels - the driving force behind development
2014
Sąd
Re
jest
row
y: S
ąd R
ejo
no
wy
m.s
t. W
arsz
awy
Kap
itał
zak
ład
ow
y: 7
74
14
0 0
00
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ało
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yu
l. R
od
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iszp
ańsk
ich
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War
szaw
aN
IP:
52
5-0
00
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00
03
34
97
2
AD
RES
:
PLN 142 million
gross profit of Poczta Polska Group in 2014, greater than the 2013 profit by 52%.
Efficient reorganisation of Poczta Polska: costs incurred by the company decreased faster than its revenues
more that
PLN 290 million
invested in, inter alia, postal infrastructure (sorting machines, fleet), IT, sales network, as well as capital expenditure
The parcel segment of Poczta Polska in 2014 developed twice as fast as the rest of the market
costs of Poczta Polska decreased by
in 2014, they were lower by 5.1% than in 2013
PLN 300 million
Desktop postal service (Poczta na biurku), Mobile postal services (Poczta w kieszeni) - registered mail already available online thanks to Envelo
Poczta Polska brings in a profit for the fifth year in a row:
ww
w.p
ocz
ta-p
ols
ka.p
l
LIST OF CONTENTS
Annual Report 2014
Letter from the President of the Supervisory Board . . . . . . . . . . . 2
Letter from the President of the Management Board. . . . . . . . . . 4
Members of the Supervisory Board . . . . . . . . . . . . . . . . . . . . . . . 6
Members of the Management Board. . . . . . . . . . . . . . . . . . . . . . 7
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Brief description of Poczta Polska S.A. . . . . . . . . . . . . . . . . . . . . . . 10
Structure of Poczta Polska Group . . . . . . . . . . . . . . . . . . . . . . . . . 11
Corporate mission, vision, and values . . . . . . . . . . . . . . . . . . . . . . 12
Summary of 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Calendar of the most important events . . . . . . . . . . . . . . . . . . . . 15
Awards and distinctions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
External considerations affecting the functioning of Poczta Polska in 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Basic economic tendencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Situation of the postal services sector . . . . . . . . . . . . . . . . . . . . . 23
Regulatory environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Business activity of Poczta Polska S.A. in 2014 . . . . . . . . . . . . . . 28
Performance of the company’s strategy . . . . . . . . . . . . . . . . . . . . 28
Communication - letter and advertising services . . . . . . . . . . . . . 29
CEP and logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Financial services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Commerce and philately . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Key accounts and contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Improving the quality of services rendered . . . . . . . . . . . . . . . . . 40
Sales network development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Development goals and perspectives of Poczta Polska until 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Key market tendencies in the years to come . . . . . . . . . . . . . . . . 46
Development goals and perspectives of Poczta Polska S.A. for 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Investments in development in 2014 . . . . . . . . . . . . . . . . . . . . . . 50
Investment plans for the nearest future . . . . . . . . . . . . . . . . . . . . 51
Structural development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Structure of Poczta Polska S.A . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Employment status and structure . . . . . . . . . . . . . . . . . . . . . . . . . 55
Training and development projects . . . . . . . . . . . . . . . . . . . . . . . 55
Dialogue between the employer and the society . . . . . . . . . . . . . 57
Activity of Poczta Polska for the benefit of the environment . . 60
Implementation of corporate social responsibility principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Charitable activity and support for pro-social initiatives . . . . . . . 67
Financial performance of Poczta Polska in 2014 . . . . . . . . . . . . . 70
Main factors influencing the company’s financial performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Factors and extraordinary events which significantly influence the company’s financial performance . . . . . . . . . . . . . 71
Financial standing and sources of asset coverage . . . . . . . . . . . . . 74
Management of financial resources and financial solvency . . . . . 75
Basic economic indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Challenges for Poczta Polska S.A. development in 2014 . . . . . . . . 77
Consolidated financial performance of Poczta Polska Group . . . . 79
Independent auditor’s opinion . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
LETTER FROM THE PRESIDENT OF THE SUPERVISORY BOARD
This Report presents a full image of a company whose
financial performance keeps improving for the fifth
year in a row, which strives to become the leader on
the e-commerce logistics market, and which has
successfully appeared on the Warsaw Stock Exchange.
Two events which took place last year - loss of the
agreement for handling court and prosecutor letters
and a decrease of the volume of letters handled
by 180 million - only confirm that the decision taken
by the company’s management to intensively develop
alternative sources of income was correct.
Poczta Polska S.A. is currently expanding its activity on
the parcel market and in the area of comprehensive e-
commerce services, developing its digital service
platform (Envelo), and extending the range of its
financial products. At the same time, the company
remains a major operator rendering postal services
which are both top quality and safe.
This was confirmed with alarming reports from the
media and the results of an inspection carried out by
OEC with regard to a tender for providing services to
the judiciary sector in 2014. However, increased
competition on the postal services market and
reservations regarding said tender also had some
positive impact on the industry. Postal services were
widely discussed.
Journalists and decision-making bodies started to
comprehend the strategic role of Poczta Polska S.A. for
the country’s infrastructure. More and more often,
while comparing public and private services, they took
into account more than just the lowest price offered:
they also considered quality, prompt performance of
services, safety, customer comfort, employment
structure, and the structural unit network.
In 2014, the company had been preparing itself for
taking part in the contest for the designated operator
and was determined to win. There were also efforts
aimed at preparing a new development model for the
company and at developing a new policy regarding
employees.
It was thanks to this that the Management Board was
able to announce the new Poczta Polska 2020+
development strategy after the signing of the new
Collective Labour Agreement and after the company
won the contest for the designated operator.
Ladies and Gentlemen,
Poczta Polska
has faced numerous
changes and has been
through many changes
throughout the previous
year. Their positive
effects are now evident.
Such discussions were influenced by an amendment to
the Public Procurement Law which, to a considerable
extent, improved the situation on the postal market.
One of the changes introduced regarded awarding
orders as part of a tender - employment of employees
on the basis of contracts of employment is now taken
into account in addition to the lowest price offered.
In view of such information, the fact that
Poczta Polska S.A. was the only participant to submit
a bid consistent with all requirements of the contest
and won it, being awarded 210 points out of 220
points possible according to the regulations, is even
more significant.
This annual report for 2014 demonstrates that
Poczta Polska S.A. is ready to provide top-quality
communication, financial, and eGovernment services
to private customers, to become an excellent logistical
partner for business customers, to guarantee stable
return on investment for shareholders, and to play a
strategic part in the country’s infrastructure.
We can also guarantee that we are making every effort
to become the best and the most competitive of all
postal operators and that we will continue to do so in
the future.
Yours sincerely,
Józef Banach – President of the Supervisory Board
Annual Report 20142 3
LETTER FROM THE PRESIDENT OF THE SUPERVISORY BOARD
This Report presents a full image of a company whose
financial performance keeps improving for the fifth
year in a row, which strives to become the leader on
the e-commerce logistics market, and which has
successfully appeared on the Warsaw Stock Exchange.
Two events which took place last year - loss of the
agreement for handling court and prosecutor letters
and a decrease of the volume of letters handled
by 180 million - only confirm that the decision taken
by the company’s management to intensively develop
alternative sources of income was correct.
Poczta Polska S.A. is currently expanding its activity on
the parcel market and in the area of comprehensive e-
commerce services, developing its digital service
platform (Envelo), and extending the range of its
financial products. At the same time, the company
remains a major operator rendering postal services
which are both top quality and safe.
This was confirmed with alarming reports from the
media and the results of an inspection carried out by
OEC with regard to a tender for providing services to
the judiciary sector in 2014. However, increased
competition on the postal services market and
reservations regarding said tender also had some
positive impact on the industry. Postal services were
widely discussed.
Journalists and decision-making bodies started to
comprehend the strategic role of Poczta Polska S.A. for
the country’s infrastructure. More and more often,
while comparing public and private services, they took
into account more than just the lowest price offered:
they also considered quality, prompt performance of
services, safety, customer comfort, employment
structure, and the structural unit network.
In 2014, the company had been preparing itself for
taking part in the contest for the designated operator
and was determined to win. There were also efforts
aimed at preparing a new development model for the
company and at developing a new policy regarding
employees.
It was thanks to this that the Management Board was
able to announce the new Poczta Polska 2020+
development strategy after the signing of the new
Collective Labour Agreement and after the company
won the contest for the designated operator.
Ladies and Gentlemen,
Poczta Polska
has faced numerous
changes and has been
through many changes
throughout the previous
year. Their positive
effects are now evident.
Such discussions were influenced by an amendment to
the Public Procurement Law which, to a considerable
extent, improved the situation on the postal market.
One of the changes introduced regarded awarding
orders as part of a tender - employment of employees
on the basis of contracts of employment is now taken
into account in addition to the lowest price offered.
In view of such information, the fact that
Poczta Polska S.A. was the only participant to submit
a bid consistent with all requirements of the contest
and won it, being awarded 210 points out of 220
points possible according to the regulations, is even
more significant.
This annual report for 2014 demonstrates that
Poczta Polska S.A. is ready to provide top-quality
communication, financial, and eGovernment services
to private customers, to become an excellent logistical
partner for business customers, to guarantee stable
return on investment for shareholders, and to play a
strategic part in the country’s infrastructure.
We can also guarantee that we are making every effort
to become the best and the most competitive of all
postal operators and that we will continue to do so in
the future.
Yours sincerely,
Józef Banach – President of the Supervisory Board
Annual Report 20142 3
Yours sincerely,
Jerzy Jóźkowiak – President of the Management Board
LETTER FROM THE PRESIDENT OF THE MANAGEMENT BOARD
The previous year was very important due to a change
of the way in which our customers perceive
Poczta Polska S.A. In January 2014, companies competing
with Poczta Polska S.A. started rendering postal services
to the judiciary sector. We were greatly encouraged by
the opinions of our customers.
It was our customers who have many times emphasized
the positive features of our company - particularly safety
and promptness of delivery - which only reinforced our
belief that Poczta Polska S.A. is indeed a public trust
organisation in Poland. This is a good starting point for
further developing the company, making it an institution
of strategic importance for the country.
Ladies and Gentlemen,
this was a breakthrough
year for
Poczta Polska S.A.
Our strategy proved
effective.
Poczta Polska S.A.,
constituting the core of
its Group, has a solid
basis for remaining a
profitable company with
the potential to develop
even further.
4 5
Winning the tender was also a challenge for us in strictly
business terms. At the beginning of 2014, we started a
programme called “Challenges affecting Poczta Polska
development in 2014” which was aimed at remedying for
the income of the company lost due to its taking part in
the tender. Thanks to the involvement of our employees,
we managed to minimise income lost due to the loss of
our contract with the Ministry of Justice and it was,
among other things, thanks to those efforts that our
company achieved gross profits of over PLN 80 million
last year. When examining the year 2014 and its
substantial impact on the development of
Poczta Polska S.A., we should also emphasize one
opportunity we managed to seize: the dynamic
development of e-commerce in Poland. Major Internet
shops and Poles selling their products online make use of
our services. More than 60% of Polish e-shops cooperate
with Poczta Polska. This is a result of a change regarding
our range of products and services and our expanding
search for new customers on the market.
Our modernized parcel offer, including optimum delivery
time, competitive prices, and electronic value-added
services, is appreciated by both our customers and the
market at large. In June 2014, we activated a special
platform (ecommerce.poczta-polska.pl) making
comprehensive e-commerce services available to our
customers. This reflects the importance of the growing e-
commerce market to us. As far as the parcel market is
concerned, our strategy is clear: we would like to handle
as much of the e-commerce delivery chain as possible and
we strive towards becoming one of the three largest
service provided in Poland. Thanks to the changes we
introduced to our offer and thanks to an adjustment of
the company to the market, the position of
Poczta Polska S.A. on the market keeps improving faster
and more effectively than the average development rate
for the market. Last year, our sales increased by 16% in
terms of volume - twice as much as the rest of the
market. We also received some appreciation as far as the
conventional communication market is concerned.
Throughout 2014, we have developed a new strategy
which we presented at the beginning of 2015. According
to that strategy, Poczta Polska Group’s development will
largely depend on parcel and courier services.
We are actively trying to win customers over: we have
concluded 34 thousand contracts with large and small
entities. It should be emphasized that the value of the 30
largest contracts concluded with companies and public
institutions amounts to a total of PLN 430 million. We
find such great performance very satisfying. We are now
very competitive in terms of prices and we can quickly
react to what the market needs. From the perspective of
our customers, the quality of our services is crucial. In
2014, we continued to make considerable investments in
infrastructure and in ensuring prompt delivery.
Our sorting stations sport the most modern sorting
machines in Europe for sorting letters. From 2011 to
2014, Poczta Polska S.A. has spent over PLN 700 million
on investments in property and as capital expenditure.
At the same time, we also made investments in the area
of work quality and remuneration - we assigned close to
PLN 600 million to that purpose over the course of three
years. It should also be emphasized that during the last 4
years Poczta Polska S.A. has paid PLN 3.7 billion as part of
civil law fees, social insurance, and State Fund for
Rehabilitation of Disabled Persons (PFRON). It is only
possible to achieve business goals when customers are
assigned top priority. This is why Poczta Polska S.A. has
strongly emphasized developing a new service model,
moving away from post offices and towards friendly
customer service points. In 2014, we already had 200 new
structural units offering all Poczta Polska Group services
to our customers. Those changes were noticed by the
competition and the market and appreciated by our
customers.
Last year, we also started introducing a sweeping change
regarding our approach to remuneration and rewarding
employee efficiency. It can now be concluded that, from
the perspective of the company’s future,
Poczta Polska S.A. has made a huge step towards
changing the way of its functioning. After modernising our
business offer and after concluding a new Collective
Labour Agreement, we are now introducing new solutions
for our employees to promote active approach to work
and efficiency. Those, in combination with employment
under a contract of employment, ensure full social
protection for employees. We have successfully
developed our financial services in 2014. The consent of
the Polish Financial Supervision Authority to creating a life
insurance company, which began its activity in 2015, was
very important.
Poczta Polska S.A. is one of the oldest and largest
companies with Polish capital and the largest employer in
Poland. We are there every day for millions of Poles,
bringing important news to them. Thanks to our postmen
and our post offices, we are present in all of Poland. We
remain faithful to the values which have ensured our
success for many years, including trust, closeness, safety,
and reliability. We also introduce innovative solutions so
as to keep up with the new reality of digital economy.
Annual Report 2014
Yours sincerely,
Jerzy Jóźkowiak – President of the Management Board
LETTER FROM THE PRESIDENT OF THE MANAGEMENT BOARD
The previous year was very important due to a change
of the way in which our customers perceive
Poczta Polska S.A. In January 2014, companies competing
with Poczta Polska S.A. started rendering postal services
to the judiciary sector. We were greatly encouraged by
the opinions of our customers.
It was our customers who have many times emphasized
the positive features of our company - particularly safety
and promptness of delivery - which only reinforced our
belief that Poczta Polska S.A. is indeed a public trust
organisation in Poland. This is a good starting point for
further developing the company, making it an institution
of strategic importance for the country.
Ladies and Gentlemen,
this was a breakthrough
year for
Poczta Polska S.A.
Our strategy proved
effective.
Poczta Polska S.A.,
constituting the core of
its Group, has a solid
basis for remaining a
profitable company with
the potential to develop
even further.
4 5
Winning the tender was also a challenge for us in strictly
business terms. At the beginning of 2014, we started a
programme called “Challenges affecting Poczta Polska
development in 2014” which was aimed at remedying for
the income of the company lost due to its taking part in
the tender. Thanks to the involvement of our employees,
we managed to minimise income lost due to the loss of
our contract with the Ministry of Justice and it was,
among other things, thanks to those efforts that our
company achieved gross profits of over PLN 80 million
last year. When examining the year 2014 and its
substantial impact on the development of
Poczta Polska S.A., we should also emphasize one
opportunity we managed to seize: the dynamic
development of e-commerce in Poland. Major Internet
shops and Poles selling their products online make use of
our services. More than 60% of Polish e-shops cooperate
with Poczta Polska. This is a result of a change regarding
our range of products and services and our expanding
search for new customers on the market.
Our modernized parcel offer, including optimum delivery
time, competitive prices, and electronic value-added
services, is appreciated by both our customers and the
market at large. In June 2014, we activated a special
platform (ecommerce.poczta-polska.pl) making
comprehensive e-commerce services available to our
customers. This reflects the importance of the growing e-
commerce market to us. As far as the parcel market is
concerned, our strategy is clear: we would like to handle
as much of the e-commerce delivery chain as possible and
we strive towards becoming one of the three largest
service provided in Poland. Thanks to the changes we
introduced to our offer and thanks to an adjustment of
the company to the market, the position of
Poczta Polska S.A. on the market keeps improving faster
and more effectively than the average development rate
for the market. Last year, our sales increased by 16% in
terms of volume - twice as much as the rest of the
market. We also received some appreciation as far as the
conventional communication market is concerned.
Throughout 2014, we have developed a new strategy
which we presented at the beginning of 2015. According
to that strategy, Poczta Polska Group’s development will
largely depend on parcel and courier services.
We are actively trying to win customers over: we have
concluded 34 thousand contracts with large and small
entities. It should be emphasized that the value of the 30
largest contracts concluded with companies and public
institutions amounts to a total of PLN 430 million. We
find such great performance very satisfying. We are now
very competitive in terms of prices and we can quickly
react to what the market needs. From the perspective of
our customers, the quality of our services is crucial. In
2014, we continued to make considerable investments in
infrastructure and in ensuring prompt delivery.
Our sorting stations sport the most modern sorting
machines in Europe for sorting letters. From 2011 to
2014, Poczta Polska S.A. has spent over PLN 700 million
on investments in property and as capital expenditure.
At the same time, we also made investments in the area
of work quality and remuneration - we assigned close to
PLN 600 million to that purpose over the course of three
years. It should also be emphasized that during the last 4
years Poczta Polska S.A. has paid PLN 3.7 billion as part of
civil law fees, social insurance, and State Fund for
Rehabilitation of Disabled Persons (PFRON). It is only
possible to achieve business goals when customers are
assigned top priority. This is why Poczta Polska S.A. has
strongly emphasized developing a new service model,
moving away from post offices and towards friendly
customer service points. In 2014, we already had 200 new
structural units offering all Poczta Polska Group services
to our customers. Those changes were noticed by the
competition and the market and appreciated by our
customers.
Last year, we also started introducing a sweeping change
regarding our approach to remuneration and rewarding
employee efficiency. It can now be concluded that, from
the perspective of the company’s future,
Poczta Polska S.A. has made a huge step towards
changing the way of its functioning. After modernising our
business offer and after concluding a new Collective
Labour Agreement, we are now introducing new solutions
for our employees to promote active approach to work
and efficiency. Those, in combination with employment
under a contract of employment, ensure full social
protection for employees. We have successfully
developed our financial services in 2014. The consent of
the Polish Financial Supervision Authority to creating a life
insurance company, which began its activity in 2015, was
very important.
Poczta Polska S.A. is one of the oldest and largest
companies with Polish capital and the largest employer in
Poland. We are there every day for millions of Poles,
bringing important news to them. Thanks to our postmen
and our post offices, we are present in all of Poland. We
remain faithful to the values which have ensured our
success for many years, including trust, closeness, safety,
and reliability. We also introduce innovative solutions so
as to keep up with the new reality of digital economy.
Annual Report 2014
Skład Rady Nadzorczej
JÓZEF BANACH
EWA SIBRECHT-OŚKA
ARTUR KAWALER
HALINA BĄK
LESZEK GAWARECKI
President of the Supervisory Board - representative of
the minister of communications
Member of the Supervisory Board - representative of
the minister of State Treasury
Member of the Supervisory Board - representative of
the minister of public finances
Member of the Supervisory Board - representative
elected by employees of Poczta Polska S.A.
Member of the Supervisory Board - representative
elected by employees of Poczta Polska S.A.
CURRENT MEMBERS OF THE SUPERVISORY BOARD, 3rd term of office(since 24 June 2015)
MEMBERS OF THE SUPERVISORY BOARD, 2nd term of office (2014)
MAREK SZCZEPAŃSKI
ARTUR KAWALER
KRZYSZTOF MAJEWSKI
ADAM WARPAS
HALINA BĄK
President of the Supervisory Board - representative
of the minister of communications
Vice-President of the Supervisory Board - representative
of the minister of public finances
Member of the Supervisory Board - representative
of the minister of State Treasury
Secretary of the Supervisory Board - elected by employees
of Poczta Polska S.A.
Member of the Supervisory Board - elected by employees
of Poczta Polska S.A.
6 7
For Poczta Polska S.A., the year 2014
was a period in which the company
effectively strived to remain
the leader on the postal market.
MANAGEMENT BOARD OF POCZTA POLSKA:
JERZY JAN JÓŹKOWIAK
IRENEUSZ PIECUCH
PIOTR MICHALSKI
PAWEŁ WŁOCH
JANUSZ PIOTR WOJTAS
MARIUSZ ZARZYCKI
President of the Management Board since March 2011
Vice-President of the Management Board since July 2013 - in charge of IT, strategy,
and international cooperation
Management Board Member since July 2011 - in charge of accounting and finances
Management Board Member since 2009 - elected by employees of the company,
in charge of service quality and process management
Management Board Member since June 2011 - in charge of marketing, product policy,
and the sale of postal and financial services
Management Board Member since February 2011 - in charge of investments,
infrastructure, operations, and logistics
JERZY JAN JÓŹKOWIAK President of the
Management Board
IRENEUSZ PIECUCH Vice-President of the Management Board
PIOTR MICHALSKI Management
Board Member
JANUSZ PIOTR WOJTASManagement
Board Member
MARIUSZ ZARZYCKIManagement
Board Member
PAWEŁ WŁOCHManagement
Board Member
Annual Report 2014
Skład Rady Nadzorczej
JÓZEF BANACH
EWA SIBRECHT-OŚKA
ARTUR KAWALER
HALINA BĄK
LESZEK GAWARECKI
President of the Supervisory Board - representative of
the minister of communications
Member of the Supervisory Board - representative of
the minister of State Treasury
Member of the Supervisory Board - representative of
the minister of public finances
Member of the Supervisory Board - representative
elected by employees of Poczta Polska S.A.
Member of the Supervisory Board - representative
elected by employees of Poczta Polska S.A.
CURRENT MEMBERS OF THE SUPERVISORY BOARD, 3rd term of office(since 24 June 2015)
MEMBERS OF THE SUPERVISORY BOARD, 2nd term of office (2014)
MAREK SZCZEPAŃSKI
ARTUR KAWALER
KRZYSZTOF MAJEWSKI
ADAM WARPAS
HALINA BĄK
President of the Supervisory Board - representative
of the minister of communications
Vice-President of the Supervisory Board - representative
of the minister of public finances
Member of the Supervisory Board - representative
of the minister of State Treasury
Secretary of the Supervisory Board - elected by employees
of Poczta Polska S.A.
Member of the Supervisory Board - elected by employees
of Poczta Polska S.A.
6 7
For Poczta Polska S.A., the year 2014
was a period in which the company
effectively strived to remain
the leader on the postal market.
MANAGEMENT BOARD OF POCZTA POLSKA:
JERZY JAN JÓŹKOWIAK
IRENEUSZ PIECUCH
PIOTR MICHALSKI
PAWEŁ WŁOCH
JANUSZ PIOTR WOJTAS
MARIUSZ ZARZYCKI
President of the Management Board since March 2011
Vice-President of the Management Board since July 2013 - in charge of IT, strategy,
and international cooperation
Management Board Member since July 2011 - in charge of accounting and finances
Management Board Member since 2009 - elected by employees of the company,
in charge of service quality and process management
Management Board Member since June 2011 - in charge of marketing, product policy,
and the sale of postal and financial services
Management Board Member since February 2011 - in charge of investments,
infrastructure, operations, and logistics
JERZY JAN JÓŹKOWIAK President of the
Management Board
IRENEUSZ PIECUCH Vice-President of the Management Board
PIOTR MICHALSKI Management
Board Member
JANUSZ PIOTR WOJTASManagement
Board Member
MARIUSZ ZARZYCKIManagement
Board Member
PAWEŁ WŁOCHManagement
Board Member
Annual Report 2014
When you think of someone close
to you who is far away and you feel the need
to send to them something you cannot
deliver yourself - you can count on us.
8
INTR
OD
UC
TIO
N9Annual Report 2014
When you think of someone close
to you who is far away and you feel the need
to send to them something you cannot
deliver yourself - you can count on us.
8
INTR
OD
UC
TIO
N
9Annual Report 2014
INTRODUCTION
The company has been operating in its current legal form
since 1 September 2009. The State Treasury is the founder
of Poczta Polska S.A. and the owner of all shares. The
seat of the company is the capital city of Warsaw. Its
share capital amounts to PLN 774 140 000 (in words:
seven hundred seventy-four million one hundred forty
thousand zlotys) and it is divided into 77 414 000
(in words: seventy-seven million four hundred fourteen)
A-series registered shares numbered from
A 00000000001 to A 00077414000 with a nominal value
of PLN 10.00 (in words: ten zlotys) each.
According to the Postal Law Act of 23 November 2012
(Journal of Laws of 29 December 2012, item 1529),
Poczta Polska S.A. is the designated operator for
rendering universal postal services throughout the entire
country. This year, we have proved that we are capable of
meeting the high requirements posed by the Office of
Electronic Communications and we will remain the
designated operator for 10 years from 2016.
The basic object of Poczta Polska S.A. activity is rendering
postal services consisting in accepting, transferring, and
delivering letters and parcels both in Poland and abroad,
including:
• letters: non-registered (regular letters, postcards),
registered (registered letters with their value
declared), and parcels,
• domestic courier service (Pocztex) and courier service
abroad (EMS),
• advertising parcels - specifically addressed and not
addressed.
In addition to that, the company has the right to issue
postage stamps, postcards, and envelopes with imprinted
postal fee mark, introduce them into circulation, and
withdraw them from circulation.
Brief description of Poczta Polska S.A.
Structure of Poczta Polska Group, indicating respective portions of the share capital
Financial services are another important type of services
rendered by the company. Poczta Polska S.A. acts as an
intermediary in transferring payments made by its
customers to bank accounts and in disbursing pension
and allowance funds from the Social Insurance Institution
(ZUS) and the Agricultural Social Insurance Fund (KRUS).
Poczta Polska S.A. delivers and disburses funds submitted
to it in the form of cash transfers and transfers money to
personal bank accounts of beneficiaries. The company, in
cooperation with other companies from Poczta Polska
Group, acts as an intermediary in rendering banking and
insurance services. As far as financial services are
concerned, the company offers standard money transfers
and e-transfers.
Poczta Polska S.A. also renders packaged cargo logistics
services, cash logistics services, and security services for
persons and property. This aspect of its activity includes
services such as Pallet Parcel and cash processing (i.e.
receiving cash from the customer, counting it and
transferring to a bank account of the customer, as well as
providing customers with cash). The company also sells
commercial goods.
Poczta Polska S.A. is a network company with the largest
network of postal units in Poland, serving private and
business customers alike and including post offices and
their branches, postal agencies, and postal points.
10 11
33,33% 100% 100% 100% 100% 100%
100%
100%
100% 100%
74,99%51%
Pocztylio
nA
rka PTE S.A
.
Cen
trum
Ro
zliczania
Ub
ezpieczeń
Sp. z o
.o.*
Post-Tel
Sp. z o
.o.
Postd
ata S.A.
Ban
kPo
cztow
y SA
Poczto
we
Tow
arzystwo
Ub
ezpieczeń
n
a Życie S.A.
Poczto
we
Tow
arzystwo
Ub
ezpieczeń
Wzajem
nych
Poczto
wa
Agen
cja Usłu
gFin
anso
wych
S.A.
Poczta Po
lskaU
sługi C
yfrow
eSp
. z o.o
.
Poczto
we U
sługi
Finan
sow
eSp
. z o.o
.
Spó
łka Dystryb
ucyjn
aB
anku
Poczto
wego
Sp. z o
.o.
Cen
trum
Op
eracyjne
Sp. z o
.o.
Poczta Polska S.A.
Legend
DIRECTLY SUBORDINATE ENTITIES
CO-SUBORDINATE ENTITY
INDIRECTLY SUBORDINATE ENTITIES
* change of name from Pocztowe Życie Sp. z o.o. to Centrum Rozliczania Ubezpieczeń Sp. z o.o. registered on 26 May 2015.
Annual Report 2014
INTRODUCTION
The company has been operating in its current legal form
since 1 September 2009. The State Treasury is the founder
of Poczta Polska S.A. and the owner of all shares. The
seat of the company is the capital city of Warsaw. Its
share capital amounts to PLN 774 140 000 (in words:
seven hundred seventy-four million one hundred forty
thousand zlotys) and it is divided into 77 414 000
(in words: seventy-seven million four hundred fourteen)
A-series registered shares numbered from
A 00000000001 to A 00077414000 with a nominal value
of PLN 10.00 (in words: ten zlotys) each.
According to the Postal Law Act of 23 November 2012
(Journal of Laws of 29 December 2012, item 1529),
Poczta Polska S.A. is the designated operator for
rendering universal postal services throughout the entire
country. This year, we have proved that we are capable of
meeting the high requirements posed by the Office of
Electronic Communications and we will remain the
designated operator for 10 years from 2016.
The basic object of Poczta Polska S.A. activity is rendering
postal services consisting in accepting, transferring, and
delivering letters and parcels both in Poland and abroad,
including:
• letters: non-registered (regular letters, postcards),
registered (registered letters with their value
declared), and parcels,
• domestic courier service (Pocztex) and courier service
abroad (EMS),
• advertising parcels - specifically addressed and not
addressed.
In addition to that, the company has the right to issue
postage stamps, postcards, and envelopes with imprinted
postal fee mark, introduce them into circulation, and
withdraw them from circulation.
Brief description of Poczta Polska S.A.
Structure of Poczta Polska Group, indicating respective portions of the share capital
Financial services are another important type of services
rendered by the company. Poczta Polska S.A. acts as an
intermediary in transferring payments made by its
customers to bank accounts and in disbursing pension
and allowance funds from the Social Insurance Institution
(ZUS) and the Agricultural Social Insurance Fund (KRUS).
Poczta Polska S.A. delivers and disburses funds submitted
to it in the form of cash transfers and transfers money to
personal bank accounts of beneficiaries. The company, in
cooperation with other companies from Poczta Polska
Group, acts as an intermediary in rendering banking and
insurance services. As far as financial services are
concerned, the company offers standard money transfers
and e-transfers.
Poczta Polska S.A. also renders packaged cargo logistics
services, cash logistics services, and security services for
persons and property. This aspect of its activity includes
services such as Pallet Parcel and cash processing (i.e.
receiving cash from the customer, counting it and
transferring to a bank account of the customer, as well as
providing customers with cash). The company also sells
commercial goods.
Poczta Polska S.A. is a network company with the largest
network of postal units in Poland, serving private and
business customers alike and including post offices and
their branches, postal agencies, and postal points.
10 11
33,33% 100% 100% 100% 100% 100%
100%
100%
100% 100%
74,99%51%
Pocztylio
nA
rka PTE S.A
.
Cen
trum
Ro
zliczania
Ub
ezpieczeń
Sp. z o
.o.*
Post-Tel
Sp. z o
.o.
Postd
ata S.A.
Ban
kPo
cztow
y SA
Poczto
we
Tow
arzystwo
Ub
ezpieczeń
n
a Życie S.A.
Poczto
we
Tow
arzystwo
Ub
ezpieczeń
Wzajem
nych
Poczto
wa
Agen
cja Usłu
gFin
anso
wych
S.A.
Poczta Po
lskaU
sługi C
yfrow
eSp
. z o.o
.
Poczto
we U
sługi
Finan
sow
eSp
. z o.o
.
Spó
łka Dystryb
ucyjn
aB
anku
Poczto
wego
Sp. z o
.o.
Cen
trum
Op
eracyjne
Sp. z o
.o.
Poczta Polska S.A.
Legend
DIRECTLY SUBORDINATE ENTITIES
CO-SUBORDINATE ENTITY
INDIRECTLY SUBORDINATE ENTITIES
* change of name from Pocztowe Życie Sp. z o.o. to Centrum Rozliczania Ubezpieczeń Sp. z o.o. registered on 26 May 2015.
Annual Report 2014
Corporate mission, vision, and values
Summary of 2014
For Poczta Polska S.A., the year 2014 was a period in
which the company effectively strived to remain the
leader on the postal market. Last year, characteristic
tendencies affecting the environment of Poczta Polska
included price pressure, shrinking of the postal services
market as a result of quick e-substitution, and an increase
of the number of parcels sent due to the dynamic
development of e-commerce.
The most important challenge the company faced was the
need to find new sources of income and to reduce the
costs incurred as a result of not winning the tender for
providing services to the judiciary sector. As a result of
changes to the market situation, a programme called
“Challenges affecting Poczta Polska development in
2014” was started at the beginning of 2014. It was aimed
at achieving the originally planned financial performance
of the company.
The programme included initiatives aimed at increasing
revenues and reducing costs.
In 2014, the rapid development of online commerce was
a chance for Poczta Polska to become more commercially
active and to develop its existing logistical and product
potential. Taking advantage of such tendencies on the
market, Poczta Polska S.A. intensified its efforts regarding
courier and parcel services and made such efforts more
effective which, in turn, resulted in an increase of its
share of the market and in procuring new business and
private customers. A special parcel meter, measuring the
number of parcels handled by Poczta Polska, indicated
that the number of parcels that went through
Poczta Polska sorting offices in December 2014 nearly
doubled the parcel volume in preceding months.
In June, an e-commerce platform especially for handling
online trading was activated. Thanks to it, sellers and
buyers are able to make use of a comprehensive range of
products and services offered by Poczta Polska Group.
The integrated umbrella offer of Poczta Polska includes an
extensive selection of logistical, banking, insurance, and
digital services. A programme for re-vitalising post offices
started in 2013 was intensively developed also in 2014.
A conversion of post offices into modern and customer-
friendly sales points offering the services of
Poczta Polska Group resulted in an improvement of their
sales performance. In 2014, further post offices were re-
vitalised and a now way of displaying commercial goods
for sale was introduced, resulting in an increase in retail
sales.
Having developed a network of sales points for providing
financial services, Poczta Polska S.A. had over 500 Postal
Financial Areas offering a wide range of banking and
insurance services from the entire Poczta Polska Group.
Striving to ensure a very high standard of services related
to conventional correspondence and the handling of
parcels, the company invested in the development of new
access channels for its online products and services. Year
2014 was a time of dynamic development of the Envelo
platform offering digital postal services and of digitizing
communication with customers. The Envelo platform is
the most complex tool in all Europe for using digital
services. An example of such services is sending a letter
via registered electronic mail.
12 13
Mission Poczta Polska ensuring trust, closeness, and safety.
Delivering satisfaction.
By 2020, Poczta Polska S.A. will have become one of the
three largest distributors of parcels sent by business
customers, the largest integrator of communication,
financial, and administrative services rendered to private
customers, and it will have been listed on the Stock
Exchange.
Vision
Values
Making the vision of Poczta Polska come true requires that all employees adopt an attitude
focusing on the company’s success and act in line with the following five core values of the Group:
we focus on finding solutions,
not people to be blamed
INITIATIVE MASTERY EFFICIENCY
our actions are to be effective, smooth, and simple
we treat customers
the way we would like to be treated
TRUST RELIABILITY
we treat one another and our company
fairly
being responsible for implementing
changes and for employee development
is a part of leadership
Annual Report 2014
Corporate mission, vision, and values
Summary of 2014
For Poczta Polska S.A., the year 2014 was a period in
which the company effectively strived to remain the
leader on the postal market. Last year, characteristic
tendencies affecting the environment of Poczta Polska
included price pressure, shrinking of the postal services
market as a result of quick e-substitution, and an increase
of the number of parcels sent due to the dynamic
development of e-commerce.
The most important challenge the company faced was the
need to find new sources of income and to reduce the
costs incurred as a result of not winning the tender for
providing services to the judiciary sector. As a result of
changes to the market situation, a programme called
“Challenges affecting Poczta Polska development in
2014” was started at the beginning of 2014. It was aimed
at achieving the originally planned financial performance
of the company.
The programme included initiatives aimed at increasing
revenues and reducing costs.
In 2014, the rapid development of online commerce was
a chance for Poczta Polska to become more commercially
active and to develop its existing logistical and product
potential. Taking advantage of such tendencies on the
market, Poczta Polska S.A. intensified its efforts regarding
courier and parcel services and made such efforts more
effective which, in turn, resulted in an increase of its
share of the market and in procuring new business and
private customers. A special parcel meter, measuring the
number of parcels handled by Poczta Polska, indicated
that the number of parcels that went through
Poczta Polska sorting offices in December 2014 nearly
doubled the parcel volume in preceding months.
In June, an e-commerce platform especially for handling
online trading was activated. Thanks to it, sellers and
buyers are able to make use of a comprehensive range of
products and services offered by Poczta Polska Group.
The integrated umbrella offer of Poczta Polska includes an
extensive selection of logistical, banking, insurance, and
digital services. A programme for re-vitalising post offices
started in 2013 was intensively developed also in 2014.
A conversion of post offices into modern and customer-
friendly sales points offering the services of
Poczta Polska Group resulted in an improvement of their
sales performance. In 2014, further post offices were re-
vitalised and a now way of displaying commercial goods
for sale was introduced, resulting in an increase in retail
sales.
Having developed a network of sales points for providing
financial services, Poczta Polska S.A. had over 500 Postal
Financial Areas offering a wide range of banking and
insurance services from the entire Poczta Polska Group.
Striving to ensure a very high standard of services related
to conventional correspondence and the handling of
parcels, the company invested in the development of new
access channels for its online products and services. Year
2014 was a time of dynamic development of the Envelo
platform offering digital postal services and of digitizing
communication with customers. The Envelo platform is
the most complex tool in all Europe for using digital
services. An example of such services is sending a letter
via registered electronic mail.
12 13
Mission Poczta Polska ensuring trust, closeness, and safety.
Delivering satisfaction.
By 2020, Poczta Polska S.A. will have become one of the
three largest distributors of parcels sent by business
customers, the largest integrator of communication,
financial, and administrative services rendered to private
customers, and it will have been listed on the Stock
Exchange.
Vision
Values
Making the vision of Poczta Polska come true requires that all employees adopt an attitude
focusing on the company’s success and act in line with the following five core values of the Group:
we focus on finding solutions,
not people to be blamed
INITIATIVE MASTERY EFFICIENCY
our actions are to be effective, smooth, and simple
we treat customers
the way we would like to be treated
TRUST RELIABILITY
we treat one another and our company
fairly
being responsible for implementing
changes and for employee development
is a part of leadership
Annual Report 2014
14 15
Last year, Poczta Polska S.A. activated the first of its e-
government services as a test/pilot - a programme for
Trusted Profile verification. This initiative has
demonstrated that the company, as a public trust
institution with a commonly available network of offices,
guaranteeing safety and reliability of delivery, is the
obvious choice of partner as far as handling
communication between citizens and the state is
concerned.
Operating on a liberalized market, Poczta Polska S.A.
actively sought new business customers and strived to
retain its current customers in 2014. As a result of such
activity, the company won several tenders and acquired
new customers. The benefits reaped by
Poczta Polska S.A. from only the 30 largest contracts
concluded during that period amounted to PLN 430
million. Said contracts included contracts with major
banks, telecommunication companies, insurers, and
public institutions. One of the most remarkable successes
was the conclusion of a three-year agreement for
handling correspondence of the Social Insurance
Institution (ZUS), worth over PLN 210 million, and the
conclusion of an agreement with PGE Obrót. Poczta
Polska Group also managed to win back an important
business customer thanks to the attractive and innovative
proposal it made in cooperation with Poczta Polska Usługi
Cyfrowe.
Like in the previous years, major investments in the
logistical system were made in 2014. Poczta Polska S.A.
activated 8 modern sorting machines for sorting letters in
its sorting stations in Poland and introduced more than
600 new vehicles to its car fleet.
The introduction of new sorting machines and fleet
replacement form important elements of the programme
for modernising postal logistics which is aimed at
improving efficiency in that area and enhancing the
promptness and quality of services rendered.
In the second half of 2014, negotiations with social
partners regarding the new Collective Labour Agreement
and new principles for awarding bonuses started. Those
talks and negotiations were aimed at ensuring stable
employment conditions for employees while at the same
time guaranteeing that the company remains profitable.
On 18 March 2015, the new Collective Labour Agreement
and new principles for awarding bonuses were signed.
Both parties to said negotiations appreciated the fact that
Poczta Polska S.A., while remaining the largest Polish
employer, is a company employing people on the basis of
contracts of employment. This is a unique situation as far
as the Polish market of postal services is concerned as
employment under other types of other civil law
agreements is more common. The new Collective Labour
Agreement was registered at the beginning of July 2015.
Taking dynamic changes affecting the business
environment of Poczta Polska S.A. into account, new
strategic bases defining the future of the entire Poczta
Polska Group were developed. As part of the process, in
which experts from the entire Poczta Polska Group and
representatives of the most important customers of the
company were involved, Poczta Polska Group Vision until
2020 was accepted.
The newly defined mission and vision of the Group are
the source of strategic priorities and objectives connected
with a key long-term development area - the parcel and
courier service market.
The New Strategy, while setting the essential directions
for changes and defining the challenges which
Poczta Polska S.A. will have to face, indicates that it is
possible to further improve the profitability of the
company and Poczta Polska Group at large. The year
2014 was a time of challenges, growing market pressure
and growing customer expectations for Poczta Polska. In
spite of the continuous shrinking of the letter market over
the course of the last couple of years and in spite of price
pressure increasing with every passing year,
Poczta Polska S.A. managed to retain its leading position
on the postal market.
This was possible thanks to systematic implementation of
developmental and optimisation activities following from
the company’s strategy, performance of the
Developmental Challenges programme, and involvement
and hard, diligent work of all employees. Such activity
made it possible to maintain the current level of
profitability and financial solvency and to perform better
in financial terms than in 2013.
Calendar of the most important events
January
March
The option to purchase insurance from postmen
Opening of a new Poczta Polska website
Poczta Polska and Pocztowe Towarzystwo Ubezpieczeń Wzajemnych started a pilot programme for selling transport civil liability insurance policies using smartphones.
Contemporary visual materials and simpler navigation are the distinguishing features of the new website of Poczta Polska. It was also adjusted to mobile devices.
01
03
Poczta Polska funded paid apprenticeship as part of the “Win an Apprenticeship” (”Grasz o staż”) programme
Poczta Polska - the most popular company on the parcel and courier services market
More than 2 000 people took part in an educational initiative under the name of “Become independent!” (”Usamodzielnij się!”)
Poczta Polska has, for the third time, accepted trainees for its sales, marketing, legal, strategy, HR, PR, financial, and process departments. The company took on 23 trainees and was the largest sponsor of apprenticeship as part of the programme.
According to research conducted by ABC Rynek i Opinia, Poczta Polska was the most recognizable operator on the CEP (courier, express, and parcel) market and the most frequently chosen provider of such services.
Poczta Polska became a partner of a campaign aimed at helping young people to take control over their professional career. Experts of the company presented opportunities related to pursuing one’s own business when one is a young person, e.g. as part of e-commerce.
February
April
Poczta Polska started widespread insurance policy sales under its own brand
The Parcel for Ukraine project started
Postal Insurance (Ubezpieczenia Pocztowe) was the brand name under which Poczta Polska started to sell transport insurance policies - civil liability, comprehensive cover, and casualty insurance - and other property insurance policies within its own network.
For one month, it was possible for Poles to send, free-of-charge, parcels with food and clothes to the people of Ukraine who needed it. More than 25 thousand of such parcels were sent.
100 thousand customers used the electronic advice note service
New products: neoinvoice and neobills
All people who opted to make use of this solution received, via e-mail or SMS, a notification of their parcel being ready for receipt, including parcel number and address of the post office where it is to be received.
Neoinvoice makes sending and receiving electronic invoices easy. The neoinvoice service includes a professional system for entrepreneurs for sending electronic and hard-copy invoices. It is up to their customers to choose the format of their invoices. Printing and sending are automatised.
The neobill service makes it possible to receive electronic bills from selected issuers. You just choose your supplier from the list and subscribe for bills. Both e-services were made available as part of the Envelo platform.
02
04
Annual Report 2014
14 15
Last year, Poczta Polska S.A. activated the first of its e-
government services as a test/pilot - a programme for
Trusted Profile verification. This initiative has
demonstrated that the company, as a public trust
institution with a commonly available network of offices,
guaranteeing safety and reliability of delivery, is the
obvious choice of partner as far as handling
communication between citizens and the state is
concerned.
Operating on a liberalized market, Poczta Polska S.A.
actively sought new business customers and strived to
retain its current customers in 2014. As a result of such
activity, the company won several tenders and acquired
new customers. The benefits reaped by
Poczta Polska S.A. from only the 30 largest contracts
concluded during that period amounted to PLN 430
million. Said contracts included contracts with major
banks, telecommunication companies, insurers, and
public institutions. One of the most remarkable successes
was the conclusion of a three-year agreement for
handling correspondence of the Social Insurance
Institution (ZUS), worth over PLN 210 million, and the
conclusion of an agreement with PGE Obrót. Poczta
Polska Group also managed to win back an important
business customer thanks to the attractive and innovative
proposal it made in cooperation with Poczta Polska Usługi
Cyfrowe.
Like in the previous years, major investments in the
logistical system were made in 2014. Poczta Polska S.A.
activated 8 modern sorting machines for sorting letters in
its sorting stations in Poland and introduced more than
600 new vehicles to its car fleet.
The introduction of new sorting machines and fleet
replacement form important elements of the programme
for modernising postal logistics which is aimed at
improving efficiency in that area and enhancing the
promptness and quality of services rendered.
In the second half of 2014, negotiations with social
partners regarding the new Collective Labour Agreement
and new principles for awarding bonuses started. Those
talks and negotiations were aimed at ensuring stable
employment conditions for employees while at the same
time guaranteeing that the company remains profitable.
On 18 March 2015, the new Collective Labour Agreement
and new principles for awarding bonuses were signed.
Both parties to said negotiations appreciated the fact that
Poczta Polska S.A., while remaining the largest Polish
employer, is a company employing people on the basis of
contracts of employment. This is a unique situation as far
as the Polish market of postal services is concerned as
employment under other types of other civil law
agreements is more common. The new Collective Labour
Agreement was registered at the beginning of July 2015.
Taking dynamic changes affecting the business
environment of Poczta Polska S.A. into account, new
strategic bases defining the future of the entire Poczta
Polska Group were developed. As part of the process, in
which experts from the entire Poczta Polska Group and
representatives of the most important customers of the
company were involved, Poczta Polska Group Vision until
2020 was accepted.
The newly defined mission and vision of the Group are
the source of strategic priorities and objectives connected
with a key long-term development area - the parcel and
courier service market.
The New Strategy, while setting the essential directions
for changes and defining the challenges which
Poczta Polska S.A. will have to face, indicates that it is
possible to further improve the profitability of the
company and Poczta Polska Group at large. The year
2014 was a time of challenges, growing market pressure
and growing customer expectations for Poczta Polska. In
spite of the continuous shrinking of the letter market over
the course of the last couple of years and in spite of price
pressure increasing with every passing year,
Poczta Polska S.A. managed to retain its leading position
on the postal market.
This was possible thanks to systematic implementation of
developmental and optimisation activities following from
the company’s strategy, performance of the
Developmental Challenges programme, and involvement
and hard, diligent work of all employees. Such activity
made it possible to maintain the current level of
profitability and financial solvency and to perform better
in financial terms than in 2013.
Calendar of the most important events
January
March
The option to purchase insurance from postmen
Opening of a new Poczta Polska website
Poczta Polska and Pocztowe Towarzystwo Ubezpieczeń Wzajemnych started a pilot programme for selling transport civil liability insurance policies using smartphones.
Contemporary visual materials and simpler navigation are the distinguishing features of the new website of Poczta Polska. It was also adjusted to mobile devices.
01
03
Poczta Polska funded paid apprenticeship as part of the “Win an Apprenticeship” (”Grasz o staż”) programme
Poczta Polska - the most popular company on the parcel and courier services market
More than 2 000 people took part in an educational initiative under the name of “Become independent!” (”Usamodzielnij się!”)
Poczta Polska has, for the third time, accepted trainees for its sales, marketing, legal, strategy, HR, PR, financial, and process departments. The company took on 23 trainees and was the largest sponsor of apprenticeship as part of the programme.
According to research conducted by ABC Rynek i Opinia, Poczta Polska was the most recognizable operator on the CEP (courier, express, and parcel) market and the most frequently chosen provider of such services.
Poczta Polska became a partner of a campaign aimed at helping young people to take control over their professional career. Experts of the company presented opportunities related to pursuing one’s own business when one is a young person, e.g. as part of e-commerce.
February
April
Poczta Polska started widespread insurance policy sales under its own brand
The Parcel for Ukraine project started
Postal Insurance (Ubezpieczenia Pocztowe) was the brand name under which Poczta Polska started to sell transport insurance policies - civil liability, comprehensive cover, and casualty insurance - and other property insurance policies within its own network.
For one month, it was possible for Poles to send, free-of-charge, parcels with food and clothes to the people of Ukraine who needed it. More than 25 thousand of such parcels were sent.
100 thousand customers used the electronic advice note service
New products: neoinvoice and neobills
All people who opted to make use of this solution received, via e-mail or SMS, a notification of their parcel being ready for receipt, including parcel number and address of the post office where it is to be received.
Neoinvoice makes sending and receiving electronic invoices easy. The neoinvoice service includes a professional system for entrepreneurs for sending electronic and hard-copy invoices. It is up to their customers to choose the format of their invoices. Printing and sending are automatised.
The neobill service makes it possible to receive electronic bills from selected issuers. You just choose your supplier from the list and subscribe for bills. Both e-services were made available as part of the Envelo platform.
02
04
Annual Report 2014
16 17
September May
NovemberJuly
Poczta Polska started cooperation with Credit Information Bureau (BIK)More than 800 offices of Poczta Polska Group made it possible for Poles to create a BIK account and confirm financial credibility.
More than 200 thousand customers used the MINI Parcel serviceGuaranteed delivery date, declared parcel value up to PLN 100 included in its price, and appealing, ecological packaging are only some of the advantage of this product, making it very popular.
Poczta Polska won a tender for handling the correspondence of the Social Insurance Institution (ZUS)
Poczta Polska - a patron of“Become an Olympian”
20% more packages
ZUS chose Poczta Polska for handling its domestic and foreign correspondence from 2015 until 2017. The proposal made by Poczta Polska proved the most beneficial and its value was PLN 209 million.
This contest was aimed at promoting Olympic ideas among the youth. The main prize was a trip to the Olympic Games in Rio de Janeiro.
The Postal Barometer indicated that Poles send 20% more packages from July to September 2014 than during the same period in 2013.
GLOBAL Express – new Poczta Polska service abroad
One million registered parcels with SMS delivery notification
Envelo for Windows Phone
Poczta Polska introduced a service for Internet shops and companies sending parcels of up to 2 kg abroad.
Counting from the beginning of 2014, Poles received one million electronic confirmation of delivery regarding parcels they sent via registered mail.
Windows Phone users were granted access to all functions of the Envelo platform via a mobile application.
OctoberJune
December August
Poczta Polska joined e-Commerce Poland (Izba Gospodarki Elektronicznej)
Poczta Polska - a patron of the “e-Business Gazelles” contest
Poczta Polska joined e-Commerce Poland, an organisation analysing projects meant for the business sector and for consumers. One of its areas of interest is e-commerce - a crucial element of Poczta Polska’s development.
Poczta Polska granted awards to the most actively developing Polish e-businesses. Nearly 300 companies from all across Poland received the title of e-Business Gazelle.
The ecommerce.poczta-polska.pl website was activated
100 offices with new image
Poczta Polska offered comprehensive service to entrepreneurs pursuing business online. From June onwards, they can choose parcel type, commission the handling of returns, learn more about the financial and insurance services available, or send a digital neoinvoice - all in one place.
The hundredth modern-type post office of Poczta Polska was opened to the general Public in Olsztyn. It sports a self-service 24/7 Area (”Strefa 24”) and makes a wide range of postal and financial services available to customers.
The first e-government service
The Commerce Brothers - more than a million viewings on YouTube
Poles beat an online shopping record
Introduction of new strategy and vision
Poczta Polska started a pilot programme for Trusted Profile verification at its selected offices. Trusted Profile is a free-of-charge method of citizen verification as part of e-government systems.
Videos presenting the adventures of Eugene Commerce and Eric Commerce were viewed more than one million times. The campaign promoted Poczta Polska’s activity facilitating e-commerce.
In the week preceding Christmas, the indications of Poczta Polska Holiday Postal Barometer reached 190.86%. Almost twice the usual number of packages went through sorting offices of Poczta Polska.
for Poczta Polska Group until 2020.
The Commerce Brothers (”Bracia Komersowie”) -
Apprenticeship if Poczta Polska for young people from children’s homes and foster families
The number of parcels increased by more than 14%
a part of Poczta Polska advertising campaignPoczta Polska started an advertising campaign targeted at the e-commerce sector. Its core was formed by advertising videos presenting the exploits of owners of an Internet shop who, thanks to solutions offered by Poczta Polska, were able to meet even the most extraordinary requests from their customers.
Trainees could see for themselves what it means to work at a post office. The objective of the programme was to make it possible for young people from children’s homes and foster families to start work.
Postal Barometer of Poczta Polska indicated that Poles sent 14.24% more packages in the second quarter of 2014 than throughout the corresponding period in 2013.
0905
1107
1006
1208
Annual Report 2014
16 17
September May
NovemberJuly
Poczta Polska started cooperation with Credit Information Bureau (BIK)More than 800 offices of Poczta Polska Group made it possible for Poles to create a BIK account and confirm financial credibility.
More than 200 thousand customers used the MINI Parcel serviceGuaranteed delivery date, declared parcel value up to PLN 100 included in its price, and appealing, ecological packaging are only some of the advantage of this product, making it very popular.
Poczta Polska won a tender for handling the correspondence of the Social Insurance Institution (ZUS)
Poczta Polska - a patron of“Become an Olympian”
20% more packages
ZUS chose Poczta Polska for handling its domestic and foreign correspondence from 2015 until 2017. The proposal made by Poczta Polska proved the most beneficial and its value was PLN 209 million.
This contest was aimed at promoting Olympic ideas among the youth. The main prize was a trip to the Olympic Games in Rio de Janeiro.
The Postal Barometer indicated that Poles send 20% more packages from July to September 2014 than during the same period in 2013.
GLOBAL Express – new Poczta Polska service abroad
One million registered parcels with SMS delivery notification
Envelo for Windows Phone
Poczta Polska introduced a service for Internet shops and companies sending parcels of up to 2 kg abroad.
Counting from the beginning of 2014, Poles received one million electronic confirmation of delivery regarding parcels they sent via registered mail.
Windows Phone users were granted access to all functions of the Envelo platform via a mobile application.
OctoberJune
December August
Poczta Polska joined e-Commerce Poland (Izba Gospodarki Elektronicznej)
Poczta Polska - a patron of the “e-Business Gazelles” contest
Poczta Polska joined e-Commerce Poland, an organisation analysing projects meant for the business sector and for consumers. One of its areas of interest is e-commerce - a crucial element of Poczta Polska’s development.
Poczta Polska granted awards to the most actively developing Polish e-businesses. Nearly 300 companies from all across Poland received the title of e-Business Gazelle.
The ecommerce.poczta-polska.pl website was activated
100 offices with new image
Poczta Polska offered comprehensive service to entrepreneurs pursuing business online. From June onwards, they can choose parcel type, commission the handling of returns, learn more about the financial and insurance services available, or send a digital neoinvoice - all in one place.
The hundredth modern-type post office of Poczta Polska was opened to the general Public in Olsztyn. It sports a self-service 24/7 Area (”Strefa 24”) and makes a wide range of postal and financial services available to customers.
The first e-government service
The Commerce Brothers - more than a million viewings on YouTube
Poles beat an online shopping record
Introduction of new strategy and vision
Poczta Polska started a pilot programme for Trusted Profile verification at its selected offices. Trusted Profile is a free-of-charge method of citizen verification as part of e-government systems.
Videos presenting the adventures of Eugene Commerce and Eric Commerce were viewed more than one million times. The campaign promoted Poczta Polska’s activity facilitating e-commerce.
In the week preceding Christmas, the indications of Poczta Polska Holiday Postal Barometer reached 190.86%. Almost twice the usual number of packages went through sorting offices of Poczta Polska.
for Poczta Polska Group until 2020.
The Commerce Brothers (”Bracia Komersowie”) -
Apprenticeship if Poczta Polska for young people from children’s homes and foster families
The number of parcels increased by more than 14%
a part of Poczta Polska advertising campaignPoczta Polska started an advertising campaign targeted at the e-commerce sector. Its core was formed by advertising videos presenting the exploits of owners of an Internet shop who, thanks to solutions offered by Poczta Polska, were able to meet even the most extraordinary requests from their customers.
Trainees could see for themselves what it means to work at a post office. The objective of the programme was to make it possible for young people from children’s homes and foster families to start work.
Postal Barometer of Poczta Polska indicated that Poles sent 14.24% more packages in the second quarter of 2014 than throughout the corresponding period in 2013.
0905
1107
1006
1208
Annual Report 2014
In 2014, the actions of Poczta Polska regarding innovative
services, philately, logistics, promotional activities, and
charitable activities were appreciated with awards and
distinctions.
In spring, “Envelo,” a brand of Poczta Polska S.A.,
received the “Market Leader in Innovation 2014”
(”Rynkowy Lider Innowacji 2014”) title.
It won the Grand Prix close to the end of 2014.
This distinction is awarded to companies carrying out
innovative investments, introducing new products or
services onto the Polish market, making use of cutting-
edge IT technologies, cooperating with the science and
technical sector, and respecting the principles of
sustainable development.
As a company particularly beneficial to Polish economy
and one that stimulates the development of Polish
entrepreneurship, Poczta Polska S.A., as part of the
Ekomers2014 contest in the “best product/service
facilitating shop logistics” category, was awarded the
Super Business Award in the Innovation category.
In June 2014, Poczta Polska received a distinction as part
of the Golden Arrow Contest for its marketing campaign
called “Holiday Package of Benefits” (”Świąteczna Paczka
Korzyści”) and, in October, the company received the
prestigious Effie Awards bronze statuette. A mobile
application of Poczta Polska was nominated for Mobile
Trends Awards.
In July 2014, a stamp called “World Post Day - 455 years
of Poczta Polska” received the “Most Beautiful Postal
Stamp” title as part of the 44th International Philatelic Art
Competition in Asiago (Italy) and, in October 2014, it won
the third prize in the “most beautiful postal stamp in the
world” category as part of the NexoFil contest in Spain.
Poczta Polska S.A. was also appreciated for developing its
“Pallet Parcel” service and for extending its offer of
logistical services.
The award committee of the “Logistical Operator 2014”
research programme awarded a special distinction in the
“Dynamic entry onto the domestic packaged cargo
market” category to Poczta Polska S.A.
The company received a special award from the director
of Caritas Polska - Ubi Caritas - in recognition of its
extraordinary involvement and dedication to helping
those in need for its “Parcel for Ukraine” initiative as part
of which more than 28 000 parcels were shipped.
18 19
Awards and distinctions
“455 years of Poczta Polska” stamp
Logistical Operator 2014 distinction
Effie Awards statuette
Super Business Award (Laur Super Biznesu)
In 2014, the activity of Poczta Polska S.A.
received recognition in the form
of prizes and distinctions.
Annual Report 2014
In 2014, the actions of Poczta Polska regarding innovative
services, philately, logistics, promotional activities, and
charitable activities were appreciated with awards and
distinctions.
In spring, “Envelo,” a brand of Poczta Polska S.A.,
received the “Market Leader in Innovation 2014”
(”Rynkowy Lider Innowacji 2014”) title.
It won the Grand Prix close to the end of 2014.
This distinction is awarded to companies carrying out
innovative investments, introducing new products or
services onto the Polish market, making use of cutting-
edge IT technologies, cooperating with the science and
technical sector, and respecting the principles of
sustainable development.
As a company particularly beneficial to Polish economy
and one that stimulates the development of Polish
entrepreneurship, Poczta Polska S.A., as part of the
Ekomers2014 contest in the “best product/service
facilitating shop logistics” category, was awarded the
Super Business Award in the Innovation category.
In June 2014, Poczta Polska received a distinction as part
of the Golden Arrow Contest for its marketing campaign
called “Holiday Package of Benefits” (”Świąteczna Paczka
Korzyści”) and, in October, the company received the
prestigious Effie Awards bronze statuette. A mobile
application of Poczta Polska was nominated for Mobile
Trends Awards.
In July 2014, a stamp called “World Post Day - 455 years
of Poczta Polska” received the “Most Beautiful Postal
Stamp” title as part of the 44th International Philatelic Art
Competition in Asiago (Italy) and, in October 2014, it won
the third prize in the “most beautiful postal stamp in the
world” category as part of the NexoFil contest in Spain.
Poczta Polska S.A. was also appreciated for developing its
“Pallet Parcel” service and for extending its offer of
logistical services.
The award committee of the “Logistical Operator 2014”
research programme awarded a special distinction in the
“Dynamic entry onto the domestic packaged cargo
market” category to Poczta Polska S.A.
The company received a special award from the director
of Caritas Polska - Ubi Caritas - in recognition of its
extraordinary involvement and dedication to helping
those in need for its “Parcel for Ukraine” initiative as part
of which more than 28 000 parcels were shipped.
18 19
Awards and distinctions
“455 years of Poczta Polska” stamp
Logistical Operator 2014 distinction
Effie Awards statuette
Super Business Award (Laur Super Biznesu)
In 2014, the activity of Poczta Polska S.A.
received recognition in the form
of prizes and distinctions.
Annual Report 2014
20 21EX
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14 This looks like just cardboard on the outside.
A cardboard box. But it’s the inside that matters!
You put your heart into it. A gift from the bottom
of your heart to which we add our professionalism
and years of experience.
Annual Report 2014
20 21
EXTE
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FAC
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01
4 This looks like just cardboard on the outside.
A cardboard box. But it’s the inside that matters!
You put your heart into it. A gift from the bottom
of your heart to which we add our professionalism
and years of experience.
Annual Report 2014
22 23
EXTERNAL FACTORS AFFECTING THE FUNCTIONING OF POCZTA POLSKA IN 2014
Basic economic tendencies
Situation of the postal services sector
In an age of progressing economic globalization, Polish
companies have to face not only local uncertainties on
macro- and micro-economic level but also changes
regarding the situation on the global and European levels.
Rapid technological changes and globalisation render
local markets and the world’s economy unstable. Such
changes also affect the economic development of
particular countries.
As of now, the GDP dynamics in Europe is low. When
compared to other countries of the European Union,
Polish GDP continues to steadily increase. According to
preliminary data from the Central Statistical Office of 1) Poland (GUS), Polish GDP increased by 3.4% in 2014
while the average increase of GDP in countries of the EU 2)was 1.3% . There were two factors facilitating the
economic development of Poland: a drop of the
unemployment rate to 11.5% and an increase of monthly
gross remuneration by 3.4% in comparison with the 3)preceding year .
Low interest rates had had a significant influence on the
economic situation within the European Union. In 2014,
several reductions of interest rates were effected by the
Monetary Policy Council (RPP) in 2014, lowering them to 4)2.00% (reference rate) by the end of 2014. Current and
expected changes regarding interest rates are closely
related to the level of inflation of the prices of
goods and services in Poland which, according to GUS,
amounted to 0% in 2014 and even reached negative 5)values in the last months of that year .
Analyses of market tendencies indicate that digital
technologies develop intensively, that usage of mobile
devices increases, and that the need for multi-channel
access to services meeting the needs of customers
pertaining to mobility, multi-channel communication and
practical, everyday solutions increases.
6)According to GUS , in 2014, more than 74% of all Polish
households had access to the Internet and more than 25% 7)of all Poles use smartphones . This contributed to
growing e-substitution (replacement of conventional
services with digital services) and, at the same time, to
dynamic development of Internet trading - the value of
the e-commerce market in Poland.
in 2014 increased by 15% in comparison to 2013 and 8)amounted to more than PLN 27 billion .
The postal market is one of the fastest-changing of all
areas of economy. The most important tendency
transforming the postal services sector concerns the very
model of correspondence, moving away from
conventional mail towards digital communication, and the
development of the domestic e-commerce and cross-
border sectors. Decreasing number of conventional
parcels is a worldwide tendency.
In the period from 2008 to 2013, Italian postal services
reported a decrease of the number of conventional 9) 10)parcels by 39% , Spanish mail service - by nearly 30% ,
11)and British postal services - by 14% . A compilation of
data from 19 postal operators from around the world
(including Scandinavian, American, German, New Zealand,
Swiss, Japanese, and other operators) for the period from
2007 to 2012 indicates that the volume of conventional
correspondence has decreased by circa 23% (CAGR -12)5%) .
Postal operators, reacting to market tendencies, introduce
innovative solutions and value-added services to their
basic offer consisting of distributing letters and parcels,
logistical services, and financial services which remain
their main source of income. They also offer a number of
public services, both digital and conventional, as a trusted
third party and in cooperation with public administration
bodies.
The situation of different operators around the world is
not the same but European postal agencies more and
more often decide to seize the opportunities connected
with making their company a public one. Key factors
increasing the chances of their products and services
being successful are a credible development strategy and
stable financial prospects, even if the company brought
about losses in the period preceding the public proposal.
European operators systematically strive to optimise costs
by means of, inter alia, outsourcing delivery services,
transforming offices into agencies, creating specialised
business structural units within their company (e.g. e-
services, logistics, direct marketing), and concluding
agreements for consolidating the flow of parcels (e.g.
PostNord Group – the postal services of Sweden and
Denmark, Asendia – the postal services of France and
Switzerland).
State policies and the policy of regulatory authorities
regarding the quality of public services and the function
of the designated operator exert an influence on the
situation of operators. Over the course of several years, a
change of this situation has become noticeable. Access to
public services - including commonly needed services
such as the supply of power, gas, heat, public
transportation services, pensions and disability pensions,
informational services, educational services, healthcare,
and postal services - is guaranteed to citizens.
However, the right balance still needs to be struck
between “the lowest cost of services possible”
and “solutions guaranteeing proper service quality”
(matters such as service availability, safety, and
confidentiality, well-tested procedures, and skills and
knowledge of employees enhanced with stable
employment conditions are still analysed).
1) source: GUS data, http://stat.gov.pl, data as at 17.04.20152)
3)
4)
5)
6)
7)
8)
employment and remuneration as part of domestic economy in 2014
source: data based on Inflation Report (Raport inflacji) of NBP, March 2015
source: data based on Inflation Report (Raport inflacji) of NBP, March 2015
GUS data, http://stat.gov.pl, data as at 27.02.2015
source: data based on a GUS report: Information Society in Poland in 2014 (Społeczeństwo informacyjne w Polsce w 2014 roku)
source: data based on a GUS report: Information Society in Poland in 2014 (Społeczeństwo informacyjne w Polsce w 2014 roku)
source: data based on a report by PMR (a company): Online trading in Poland in 2014. Analysis and prognosis of e-commerce market development in 2014-2019 (Handel internetowy w Polsce 2014. Analiza i prognoza rozwoju rynku e-commerce na lata 2014-2019)
9) source: Article entitled: “Operatorzy pocztowi szukają nowych źródeł przychodów w sieci,” www.gazetaprawna.pl, 2014-03-25 based PwC data
10) source: Article entitled: “Operatorzy pocztowi szukają nowych źródeł przychodów w sieci,” www.gazetaprawna.pl, 2014-03-25 based PwC data
11) source: Article entitled: “Operatorzy pocztowi szukają nowych źródeł przychodów w sieci,” www.gazetaprawna.pl, 2014-03-25 based PwC data
12) source: Achieving High Performance in the Postal Industry. Accenture Research and Insights 2014
Annual Report 2014
22 23
EXTERNAL FACTORS AFFECTING THE FUNCTIONING OF POCZTA POLSKA IN 2014
Basic economic tendencies
Situation of the postal services sector
In an age of progressing economic globalization, Polish
companies have to face not only local uncertainties on
macro- and micro-economic level but also changes
regarding the situation on the global and European levels.
Rapid technological changes and globalisation render
local markets and the world’s economy unstable. Such
changes also affect the economic development of
particular countries.
As of now, the GDP dynamics in Europe is low. When
compared to other countries of the European Union,
Polish GDP continues to steadily increase. According to
preliminary data from the Central Statistical Office of 1) Poland (GUS), Polish GDP increased by 3.4% in 2014
while the average increase of GDP in countries of the EU 2)was 1.3% . There were two factors facilitating the
economic development of Poland: a drop of the
unemployment rate to 11.5% and an increase of monthly
gross remuneration by 3.4% in comparison with the 3)preceding year .
Low interest rates had had a significant influence on the
economic situation within the European Union. In 2014,
several reductions of interest rates were effected by the
Monetary Policy Council (RPP) in 2014, lowering them to 4)2.00% (reference rate) by the end of 2014. Current and
expected changes regarding interest rates are closely
related to the level of inflation of the prices of
goods and services in Poland which, according to GUS,
amounted to 0% in 2014 and even reached negative 5)values in the last months of that year .
Analyses of market tendencies indicate that digital
technologies develop intensively, that usage of mobile
devices increases, and that the need for multi-channel
access to services meeting the needs of customers
pertaining to mobility, multi-channel communication and
practical, everyday solutions increases.
6)According to GUS , in 2014, more than 74% of all Polish
households had access to the Internet and more than 25% 7)of all Poles use smartphones . This contributed to
growing e-substitution (replacement of conventional
services with digital services) and, at the same time, to
dynamic development of Internet trading - the value of
the e-commerce market in Poland.
in 2014 increased by 15% in comparison to 2013 and 8)amounted to more than PLN 27 billion .
The postal market is one of the fastest-changing of all
areas of economy. The most important tendency
transforming the postal services sector concerns the very
model of correspondence, moving away from
conventional mail towards digital communication, and the
development of the domestic e-commerce and cross-
border sectors. Decreasing number of conventional
parcels is a worldwide tendency.
In the period from 2008 to 2013, Italian postal services
reported a decrease of the number of conventional 9) 10)parcels by 39% , Spanish mail service - by nearly 30% ,
11)and British postal services - by 14% . A compilation of
data from 19 postal operators from around the world
(including Scandinavian, American, German, New Zealand,
Swiss, Japanese, and other operators) for the period from
2007 to 2012 indicates that the volume of conventional
correspondence has decreased by circa 23% (CAGR -12)5%) .
Postal operators, reacting to market tendencies, introduce
innovative solutions and value-added services to their
basic offer consisting of distributing letters and parcels,
logistical services, and financial services which remain
their main source of income. They also offer a number of
public services, both digital and conventional, as a trusted
third party and in cooperation with public administration
bodies.
The situation of different operators around the world is
not the same but European postal agencies more and
more often decide to seize the opportunities connected
with making their company a public one. Key factors
increasing the chances of their products and services
being successful are a credible development strategy and
stable financial prospects, even if the company brought
about losses in the period preceding the public proposal.
European operators systematically strive to optimise costs
by means of, inter alia, outsourcing delivery services,
transforming offices into agencies, creating specialised
business structural units within their company (e.g. e-
services, logistics, direct marketing), and concluding
agreements for consolidating the flow of parcels (e.g.
PostNord Group – the postal services of Sweden and
Denmark, Asendia – the postal services of France and
Switzerland).
State policies and the policy of regulatory authorities
regarding the quality of public services and the function
of the designated operator exert an influence on the
situation of operators. Over the course of several years, a
change of this situation has become noticeable. Access to
public services - including commonly needed services
such as the supply of power, gas, heat, public
transportation services, pensions and disability pensions,
informational services, educational services, healthcare,
and postal services - is guaranteed to citizens.
However, the right balance still needs to be struck
between “the lowest cost of services possible”
and “solutions guaranteeing proper service quality”
(matters such as service availability, safety, and
confidentiality, well-tested procedures, and skills and
knowledge of employees enhanced with stable
employment conditions are still analysed).
1) source: GUS data, http://stat.gov.pl, data as at 17.04.20152)
3)
4)
5)
6)
7)
8)
employment and remuneration as part of domestic economy in 2014
source: data based on Inflation Report (Raport inflacji) of NBP, March 2015
source: data based on Inflation Report (Raport inflacji) of NBP, March 2015
GUS data, http://stat.gov.pl, data as at 27.02.2015
source: data based on a GUS report: Information Society in Poland in 2014 (Społeczeństwo informacyjne w Polsce w 2014 roku)
source: data based on a GUS report: Information Society in Poland in 2014 (Społeczeństwo informacyjne w Polsce w 2014 roku)
source: data based on a report by PMR (a company): Online trading in Poland in 2014. Analysis and prognosis of e-commerce market development in 2014-2019 (Handel internetowy w Polsce 2014. Analiza i prognoza rozwoju rynku e-commerce na lata 2014-2019)
9) source: Article entitled: “Operatorzy pocztowi szukają nowych źródeł przychodów w sieci,” www.gazetaprawna.pl, 2014-03-25 based PwC data
10) source: Article entitled: “Operatorzy pocztowi szukają nowych źródeł przychodów w sieci,” www.gazetaprawna.pl, 2014-03-25 based PwC data
11) source: Article entitled: “Operatorzy pocztowi szukają nowych źródeł przychodów w sieci,” www.gazetaprawna.pl, 2014-03-25 based PwC data
12) source: Achieving High Performance in the Postal Industry. Accenture Research and Insights 2014
Annual Report 2014
Annual Report 201424 25
Regulatory environment
Poczta Polska S.A. on the letter services market
The value of the Polish conventional correspondence .13) market in 2014 was estimated at PLN 3.8 billion
Changes regarding market situation (mostly e-substitution
and a decrease of the volume of conventional
transaction-related communication between business
entities) have led to a reduction of the volumes processed 14) as part of that market by (more than 10% in 2014).
The volume of conventional correspondence is expected
to continue dropping in the future due to, first and
foremost, the introduction of e-government solutions and
expected legal changes aimed at making the status of a
conventional letter sent via registered mail and a message
sent via a safe digital channel equal.
As far as the conventional correspondence market is
concerned, an important tendency is the gradual
implementation by operators of hybrid solutions and
value-added digital services, making it easier for their
customers to access information about service
performance, to commission services, and to manage
correspondence online.
The market is also shaped by its liberalisation, resulting in
Poczta Polska S.A. transferring some of the volume it
handles to alternative operators; however, the main result
of increasing competitive pressure is a reduction of the
final price for sending a letter via non-registered mail in
the business segment. In 2014, Poczta Polska S.A.
delivered over 1.4 billion letters (including addressed
advertising parcels), thus unquestionably remaining the
leader on the market.
Poczta Polska S.A. on the CEP services market
The value of the Polish CEP market in 2014 was estimated 15)at PLN 4.7 billion - an increase of 7% in comparison with
16) 2013. Domestic parcels form the largest portion of that
market - over 75% of it - but the development dynamics
of economical parcels remain the greatest nevertheless. 17)More than half of parcels are B2B parcels.
In Poland, CEP market services are provided by around 18)100 logistical operators who deliver courier and express
parcels, mostly on a next-day basis. In recent years,
market consolidation effected by global integrators (DHL,
UPS, FedEX, TNT) and European tycoons (DPD, GLS) who
together control 60% of the market has become
observable.
In 2014, DPD Polska took over a company under the
business name of Siódemka. It is expected that, in the
nearest future, consolidation activity will reduce the price
pressure which has had considerable influence on the B2C
market in recent years. The Polish CEP market continues
to grow dynamically, chiefly thanks to the development of
e-commerce, including cross-border trading. An important
element facilitating market development is an extension
of the delivery network and making the mode of delivery
to customers more versatile.
Poczta Polska S.A. has regained its stable position of one
of the largest CEP service providers in Poland, after a
negative tendency affecting it in 2011 and 2012. Since
that time, Poczta Polska S.A. has increased its share of
the CEP services market, thus making the entire market
more competitive. In 2014, a record-breaking increase
of the volume of parcels shipped (an increase by 16%
in comparison with the preceding year) was recorded -
a value markedly exceeding the average for the market.
The segment of courier-delivered parcels developed
with particularly high dynamics: Poczta Polska S.A.
delivered almost 50% more parcels in 2014 than in 2013.
Poczta Polska S.A. remains the leader as far as e-19)commerce deliveries in Poland are concerned.
In 2014, Poczta Polska S.A. rendered postal services as
a postal operator acting on a liberalised, regulated
market. The main legal act on the basis of which
Poczta Polska S.A. pursued its above-indicated activity
was the Postal Act (Journal of Laws of 2012, item 1529).
Pursuant to the provisions of said act, Poczta Polska S.A.
will be the provider of universal services until the end of
2015 and, having won the relevant contest, for 10 years
thereafter. This function is connected with being obliged
to provide certain pre-defined postal services, in the
country and abroad, in line with legal requirements
pertaining to, inter alia, maintaining a certain number of
postal offices and a certain delivery frequency.
In 2014, the company had to, for the first time, face new
principles regarding the funding of universal services,
introducing a system for calculating net costs (whose
greater portion - 96% - is borne by the designated
operator itself) and preparing a regulatory accounting
system. The competitive standing of Poczta Polska was
affected by e-substitution and strict regulatory
requirements pertaining to Poczta Polska S.A.
in conjunction with facilitations available to alternative
operators. One of the effects of such situation is reduced
income flow from conventional services.
Liberalisation of the law regarding the postal services
market (in particular: making it possible for private
operators to pursue business activity only on the basis of
an entry in the relevant register while the designated
operator is obliged to comply with requirements
regarding the provision of universal services, including
price-setting requirements which do not apply to private
entities) resulted in the company losing its contract for
handling the correspondence of the Ministry of Justice.
This spurred a social discussion about the quality and
safety of universal services and the role of the designated
operator.
The difficulties of the competition regarding performing
that contract in conjunction with the high quality of
services previously offered by Poczta Polska S.A.
demonstrated that there are certain social costs to be
borne if public tenders are settled exclusively on the basis
of the lowest price offered, without verified qualitative
criteria pertaining to public services.
The situation doubtlessly contributed to an increase of
awareness of the negative impact “junk contracts” have
on economy for it is, to a considerable extent, them that
make it possible to propose competitive prices as part of
a public bid. Such contracts reduce costs borne by
companies at the expense of their own employees. Such
a discussion lead to the introduction of a change to the
public procurement law, allowing the use of a social
criterion as one of the criteria for choosing the bidder and
to an increase of the number of tender as part of which
such a criterion is taken into account.
In addition to regulations regarding postal operators, the
postal market is also influenced by regulations pertaining
to customers, particularly the act of 16 February 2007 on
competition and consumer protection (Journal of Laws of
2015, item 184). e-commerce development is facilitated
by European Union laws aimed at removing obstacles
hindering it and enhancing consumer rights protection.
On 25 December 2014, the act of 30 May 2014 on
consumer rights (Journal of Laws of 2014, item 827)
became effective, extending the scope of protection of
consumer interests in their relations with entrepreneurs,
particularly as part of e-commerce. Taking such extended
requirements regarding consumer protection following
from said act into account, Poczta Polska S.A. adjusted its
services to what the new act required.
In 2014, activity shaping the European regulatory
environment was also important. The European
Commission took up a project aimed at creating a unified
postal packages market in all Europe by means of
publishing the Green Book on e-Commerce.
Poczta Polska has actively participated in its
development. Such unification, particularly with regard to
the B2C market (e-shops), is to consist in improve mutual
inter-operability (better quality of service, parcel tracking)
and, first and foremost, in reducing and making uniform
tariffs regarding cross-border packages (comparable to
those for domestic packages).
13) source: own estimates, data regarding alternative entities14) source: own estimates15) source: own estimates, PwC16) source: own estimates, PwC17) source: own estimates, PwC18) source: www.uke.gov.pl, Report regarding the condition of the postal industry in 2013
(Raport o stanie rynku pocztowego za 2013 r.), table 419) source: Research into the level of satisfaction with Internet shopping before Christmas. ARC Rynek i opinie 01.2015.
Annual Report 201424 25
Regulatory environment
Poczta Polska S.A. on the letter services market
The value of the Polish conventional correspondence .13) market in 2014 was estimated at PLN 3.8 billion
Changes regarding market situation (mostly e-substitution
and a decrease of the volume of conventional
transaction-related communication between business
entities) have led to a reduction of the volumes processed 14) as part of that market by (more than 10% in 2014).
The volume of conventional correspondence is expected
to continue dropping in the future due to, first and
foremost, the introduction of e-government solutions and
expected legal changes aimed at making the status of a
conventional letter sent via registered mail and a message
sent via a safe digital channel equal.
As far as the conventional correspondence market is
concerned, an important tendency is the gradual
implementation by operators of hybrid solutions and
value-added digital services, making it easier for their
customers to access information about service
performance, to commission services, and to manage
correspondence online.
The market is also shaped by its liberalisation, resulting in
Poczta Polska S.A. transferring some of the volume it
handles to alternative operators; however, the main result
of increasing competitive pressure is a reduction of the
final price for sending a letter via non-registered mail in
the business segment. In 2014, Poczta Polska S.A.
delivered over 1.4 billion letters (including addressed
advertising parcels), thus unquestionably remaining the
leader on the market.
Poczta Polska S.A. on the CEP services market
The value of the Polish CEP market in 2014 was estimated 15)at PLN 4.7 billion - an increase of 7% in comparison with
16) 2013. Domestic parcels form the largest portion of that
market - over 75% of it - but the development dynamics
of economical parcels remain the greatest nevertheless. 17)More than half of parcels are B2B parcels.
In Poland, CEP market services are provided by around 18)100 logistical operators who deliver courier and express
parcels, mostly on a next-day basis. In recent years,
market consolidation effected by global integrators (DHL,
UPS, FedEX, TNT) and European tycoons (DPD, GLS) who
together control 60% of the market has become
observable.
In 2014, DPD Polska took over a company under the
business name of Siódemka. It is expected that, in the
nearest future, consolidation activity will reduce the price
pressure which has had considerable influence on the B2C
market in recent years. The Polish CEP market continues
to grow dynamically, chiefly thanks to the development of
e-commerce, including cross-border trading. An important
element facilitating market development is an extension
of the delivery network and making the mode of delivery
to customers more versatile.
Poczta Polska S.A. has regained its stable position of one
of the largest CEP service providers in Poland, after a
negative tendency affecting it in 2011 and 2012. Since
that time, Poczta Polska S.A. has increased its share of
the CEP services market, thus making the entire market
more competitive. In 2014, a record-breaking increase
of the volume of parcels shipped (an increase by 16%
in comparison with the preceding year) was recorded -
a value markedly exceeding the average for the market.
The segment of courier-delivered parcels developed
with particularly high dynamics: Poczta Polska S.A.
delivered almost 50% more parcels in 2014 than in 2013.
Poczta Polska S.A. remains the leader as far as e-19)commerce deliveries in Poland are concerned.
In 2014, Poczta Polska S.A. rendered postal services as
a postal operator acting on a liberalised, regulated
market. The main legal act on the basis of which
Poczta Polska S.A. pursued its above-indicated activity
was the Postal Act (Journal of Laws of 2012, item 1529).
Pursuant to the provisions of said act, Poczta Polska S.A.
will be the provider of universal services until the end of
2015 and, having won the relevant contest, for 10 years
thereafter. This function is connected with being obliged
to provide certain pre-defined postal services, in the
country and abroad, in line with legal requirements
pertaining to, inter alia, maintaining a certain number of
postal offices and a certain delivery frequency.
In 2014, the company had to, for the first time, face new
principles regarding the funding of universal services,
introducing a system for calculating net costs (whose
greater portion - 96% - is borne by the designated
operator itself) and preparing a regulatory accounting
system. The competitive standing of Poczta Polska was
affected by e-substitution and strict regulatory
requirements pertaining to Poczta Polska S.A.
in conjunction with facilitations available to alternative
operators. One of the effects of such situation is reduced
income flow from conventional services.
Liberalisation of the law regarding the postal services
market (in particular: making it possible for private
operators to pursue business activity only on the basis of
an entry in the relevant register while the designated
operator is obliged to comply with requirements
regarding the provision of universal services, including
price-setting requirements which do not apply to private
entities) resulted in the company losing its contract for
handling the correspondence of the Ministry of Justice.
This spurred a social discussion about the quality and
safety of universal services and the role of the designated
operator.
The difficulties of the competition regarding performing
that contract in conjunction with the high quality of
services previously offered by Poczta Polska S.A.
demonstrated that there are certain social costs to be
borne if public tenders are settled exclusively on the basis
of the lowest price offered, without verified qualitative
criteria pertaining to public services.
The situation doubtlessly contributed to an increase of
awareness of the negative impact “junk contracts” have
on economy for it is, to a considerable extent, them that
make it possible to propose competitive prices as part of
a public bid. Such contracts reduce costs borne by
companies at the expense of their own employees. Such
a discussion lead to the introduction of a change to the
public procurement law, allowing the use of a social
criterion as one of the criteria for choosing the bidder and
to an increase of the number of tender as part of which
such a criterion is taken into account.
In addition to regulations regarding postal operators, the
postal market is also influenced by regulations pertaining
to customers, particularly the act of 16 February 2007 on
competition and consumer protection (Journal of Laws of
2015, item 184). e-commerce development is facilitated
by European Union laws aimed at removing obstacles
hindering it and enhancing consumer rights protection.
On 25 December 2014, the act of 30 May 2014 on
consumer rights (Journal of Laws of 2014, item 827)
became effective, extending the scope of protection of
consumer interests in their relations with entrepreneurs,
particularly as part of e-commerce. Taking such extended
requirements regarding consumer protection following
from said act into account, Poczta Polska S.A. adjusted its
services to what the new act required.
In 2014, activity shaping the European regulatory
environment was also important. The European
Commission took up a project aimed at creating a unified
postal packages market in all Europe by means of
publishing the Green Book on e-Commerce.
Poczta Polska has actively participated in its
development. Such unification, particularly with regard to
the B2C market (e-shops), is to consist in improve mutual
inter-operability (better quality of service, parcel tracking)
and, first and foremost, in reducing and making uniform
tariffs regarding cross-border packages (comparable to
those for domestic packages).
13) source: own estimates, data regarding alternative entities14) source: own estimates15) source: own estimates, PwC16) source: own estimates, PwC17) source: own estimates, PwC18) source: www.uke.gov.pl, Report regarding the condition of the postal industry in 2013
(Raport o stanie rynku pocztowego za 2013 r.), table 419) source: Research into the level of satisfaction with Internet shopping before Christmas. ARC Rynek i opinie 01.2015.
A well-developed network of offices available all
across Poland made deliveries easier for Poles.
That really put comfort within their reach.
BU
SIN
ESS
AC
TIV
ITY
OF
PO
CZT
AP
OLS
KA
S.A
. IN
20
14
3226 27Annual Report 2014
A well-developed network of offices available all
across Poland made deliveries easier for Poles.
That really put comfort within their reach.
BU
SIN
ESS
AC
TIV
ITY
OF
PO
CZT
AP
OLS
KA
S.A
. IN
20
14
3226 27Annual Report 2014
28 29
BUSINESS ACTIVITY OF POCZTA POLSKA S.A. IN 2014
Performance of the company’s strategy
Communication - letter and advertising services
A strategy is a comprehensive programme of changes to
be introduces within a company, it defines basic matters
such as the company’s vision and values shared by all
employees. Strategic objectives are formed on its basis
and it defines the most important directions of
development and the mode of change introduction. It is
closely linked with material and financial planning,
ensuring that management and company objectives
remain consistent both at present and in the long run.
A strategic priority of the company was to defend its
income from the conventional letter services market,
strongly affected by e-substitution and price pressure.
The directions of Poczta Polska S.A. strategic
development pertained to CEP, logistical services,
insurance services, and banking services, defining them as
the most important alternative sources of income for the
company.
In 2014, Poczta Polska S.A. has registered a major
increase in all of the above-indicated sectors. This made it
possible for the company to achieve positive financial
performance in spite of the negative impact of the market
environment on conventional services which proved
greater than expected and in spite of practical, everyday
considerations.
Implementation of the company’s strategy involved
prioritising changes by means of, inter alia:
• new approach to selling services, assuming synergy
between companies from Poczta Polska Group,
particularly as regards banking and insurance services,
• implementation of a new model of sales network,
aimed at promoting gradual evolution from post
offices to modern and user-friendly service points.
That model assumes that post offices are to be located
close to customers, that they are to be governed by
profitability criteria, and that they are to be equipped
with new functionalities (Postal Financial Zones,
round-the-clock self-service areas, Self-Service
Commercial Zones),
• new product policy assuming the development of
value-added services accompanying conventional
services and e-services, aimed at making the range of
products offered and prices more versatile and making
it possible to better tailor services to the needs of
customers; it is to be implemented by extended and
well-motivated sales personnel and supported with
active marketing,
• introduction of new products was possible thanks to,
among other things, new management methods
applied to IT projects,
• introduction of new technologies for turning services
into e-services, proposing technological solutions
prepared especially for them to customers, and
automating internal processes of the company,
boosted thanks to effective investment performance,
• changing the image of Poczta Polska Group among
business customers so as to make them perceive the
company as the best choice of a logistical partner and
the preferred provider of postal and financial services,
• developing human capital thanks to the introduction
of competence development programme and steering
organisational culture towards involvement and
cooperation,
• centralisation and optimisation of support functions
effectively facilitating business functions while at the
same time maintaining cost discipline,
• constant monitoring of the results of business activity:
the profitability of services, product lines, the
condition of offices, the efficiency and quality of
internal processes; effectively taking steps boosting
efficiency.
Reacting to the dynamic development of e-substitution,
the company strived to make the situation of the
communications market more stable by means of
preparing a modernized offer for the business sector and
by means of intensively developing international
correspondence and digital services. Income generated by
advertising services increased by more than 10% in
comparison with 2013.
Poczta Polska S.A. is the designated operator for
providing universal services pursuant to the provisions of
the Postal Law. Such services include letters sent via
regular mail and registered mail and parcels with declared
value, shipped to locations in Poland and abroad.
Poczta Polska S.A. also offers advertising services -
addressed, profiled, and non-addressed - as well as
contractual services for business customers.
In 2014, due to the more and more intensive e-
substitution, the volume of letters handled decreased,
causing a decrease of income generated by
correspondence parcels. Due to this, the company
developed and improved its offer regarding letters and
advertising services, smoothly adjusting it to the
expectations of customers and the demands of the
market. The portfolio of services offered to business
customers and private customers was modified.
The company started providing new services (e.g. profiled
marketing, GLOBAL Exprès) and successfully developed its
offer of additional electronic services belonging to the
eINFO group. In addition to that, the company developed
hybrid solutions and e-services using its Envelo platform
(managed by its subsidiary: Poczta Polska Usługi Cyfrowe
Sp. z o.o.) in 2014.
Those services are based on a safe and trustworthy
communication platform which makes it possible to
satisfy all needs of customers regarding private and
business communication, as well as needs connected with
communication between public administration bodies
and citizens.
Annual Report 2014
28 29
BUSINESS ACTIVITY OF POCZTA POLSKA S.A. IN 2014
Performance of the company’s strategy
Communication - letter and advertising services
A strategy is a comprehensive programme of changes to
be introduces within a company, it defines basic matters
such as the company’s vision and values shared by all
employees. Strategic objectives are formed on its basis
and it defines the most important directions of
development and the mode of change introduction. It is
closely linked with material and financial planning,
ensuring that management and company objectives
remain consistent both at present and in the long run.
A strategic priority of the company was to defend its
income from the conventional letter services market,
strongly affected by e-substitution and price pressure.
The directions of Poczta Polska S.A. strategic
development pertained to CEP, logistical services,
insurance services, and banking services, defining them as
the most important alternative sources of income for the
company.
In 2014, Poczta Polska S.A. has registered a major
increase in all of the above-indicated sectors. This made it
possible for the company to achieve positive financial
performance in spite of the negative impact of the market
environment on conventional services which proved
greater than expected and in spite of practical, everyday
considerations.
Implementation of the company’s strategy involved
prioritising changes by means of, inter alia:
• new approach to selling services, assuming synergy
between companies from Poczta Polska Group,
particularly as regards banking and insurance services,
• implementation of a new model of sales network,
aimed at promoting gradual evolution from post
offices to modern and user-friendly service points.
That model assumes that post offices are to be located
close to customers, that they are to be governed by
profitability criteria, and that they are to be equipped
with new functionalities (Postal Financial Zones,
round-the-clock self-service areas, Self-Service
Commercial Zones),
• new product policy assuming the development of
value-added services accompanying conventional
services and e-services, aimed at making the range of
products offered and prices more versatile and making
it possible to better tailor services to the needs of
customers; it is to be implemented by extended and
well-motivated sales personnel and supported with
active marketing,
• introduction of new products was possible thanks to,
among other things, new management methods
applied to IT projects,
• introduction of new technologies for turning services
into e-services, proposing technological solutions
prepared especially for them to customers, and
automating internal processes of the company,
boosted thanks to effective investment performance,
• changing the image of Poczta Polska Group among
business customers so as to make them perceive the
company as the best choice of a logistical partner and
the preferred provider of postal and financial services,
• developing human capital thanks to the introduction
of competence development programme and steering
organisational culture towards involvement and
cooperation,
• centralisation and optimisation of support functions
effectively facilitating business functions while at the
same time maintaining cost discipline,
• constant monitoring of the results of business activity:
the profitability of services, product lines, the
condition of offices, the efficiency and quality of
internal processes; effectively taking steps boosting
efficiency.
Reacting to the dynamic development of e-substitution,
the company strived to make the situation of the
communications market more stable by means of
preparing a modernized offer for the business sector and
by means of intensively developing international
correspondence and digital services. Income generated by
advertising services increased by more than 10% in
comparison with 2013.
Poczta Polska S.A. is the designated operator for
providing universal services pursuant to the provisions of
the Postal Law. Such services include letters sent via
regular mail and registered mail and parcels with declared
value, shipped to locations in Poland and abroad.
Poczta Polska S.A. also offers advertising services -
addressed, profiled, and non-addressed - as well as
contractual services for business customers.
In 2014, due to the more and more intensive e-
substitution, the volume of letters handled decreased,
causing a decrease of income generated by
correspondence parcels. Due to this, the company
developed and improved its offer regarding letters and
advertising services, smoothly adjusting it to the
expectations of customers and the demands of the
market. The portfolio of services offered to business
customers and private customers was modified.
The company started providing new services (e.g. profiled
marketing, GLOBAL Exprès) and successfully developed its
offer of additional electronic services belonging to the
eINFO group. In addition to that, the company developed
hybrid solutions and e-services using its Envelo platform
(managed by its subsidiary: Poczta Polska Usługi Cyfrowe
Sp. z o.o.) in 2014.
Those services are based on a safe and trustworthy
communication platform which makes it possible to
satisfy all needs of customers regarding private and
business communication, as well as needs connected with
communication between public administration bodies
and citizens.
Annual Report 2014
30 31
New services and solutions regarding letter services, advertising services, and additional electronic services in 2014
Profiled Mailing
An effective semi-addressed advertising service thanks
to which business customers are able to find new buyers
for their products and services. In the offer of
Poczta Polska S.A., this service is positioned between
non-addressed prints and addressed marketing parcels.
A unique feature of this service is its attractive price and
the possibility to reach prospective customer groups
which are not recorded in standard marketing databased
available on the market, chosen by means of
geo-marketing analysis.
Mailing activity carried out thanks to this tool is highly
effective.
Letter from Santa Claus
Close to the end of 2014, Poczta Polska S.A. made a
service offered by Finnish Postal Service: “Letter from
Santa Claus.” It was possible to order such a special parcel
not only at a post office but also via the Internet.
Letter from Santa Claus was sent in a special Christmas
envelope sporting a Finnish Christmas stamp. It was
delivered to people from all around Poland. The service
was very popular with the company’s customers.
GLOBAL Exprès
In July 2014, Poczta Polska S.A. introduced a special cross-
border parcel for, among others, the e-commerce sector.
Its name was GLOBAL Exprès. The service made it
possible for customers to send letters and small objects
up to 2 kg at an attractive price to 34 countries.
GLOBAL Exprès are made a part of the fastest stream of
handling. Thanks to this, they can be delivered even faster
than priority parcels. Such parcels are delivered within
1 to 4 days to most European countries. There is also a
tracking system for them. This solution is very popular
with customers. Throughout the last five months of 2014,
more than 49 thousand of such parcels were shipped.
Delivery upon demand
Reacting to the needs of our customers pertaining to
service performance time, the company introduced a
service called “Delivery upon demand.” The service
makes it possible for customers, without leaving home,
to order a repeated delivery of a parcel sent via registered
mail (under general rules), for which they have already
received a notification of delivery, to the address
indicated on the parcel or to a new address or to receive
that parcel from any post office in Poland.
New package of additional services
Due to the growing demand for electronic solutions
facilitating communication, Poczta Polska S.A. has been
implementing solutions based on contemporary
information and communication technologies.
Those include:
eINFO: advice note - advice note in the electronic form
making it easier to receive the parcel: the customer is
notified that the parcel is ready to be received via SMS or
e-mail. Starting from November 2014, it was possible to
submit an application for receiving advice notes not only
as a hard copy but also in the electronic form, without
leaving home, it was enough to fill-out and submit an
electronic form. In 2014, 350 thousand customers applied
for electronic advice notes.
Registered Mail to Mailbox - a service as part of which
parcels sent to a customer via registered mail can be
transferred directly to their mailbox. Starting from
November 2014, it was possible to submit an application
for transferring registered mail not only as a hard copy
but also in the electronic form, without leaving home, it
was enough to fill-out and submit an electronic form.
Electronic Collective Proof of Delivery (eZDO) - a tool for
facilitating the handling of business customers: the
addressee is notified of parcels sent to them before they
are physically delivered. This functionality makes it
possible for customers to compare physically received
parcels with parcels listed in the electronic register and to
keep records in this convenient form for their own
purposes. Data thus transferred are available as part of an
application called Electronic Sender;
eINFO: notification is an additional functionality for
customers using the Registered Mail to Mailbox service
which consists of sending a short text message (SMS) or
an email notification to the addressee, letting them know
that a parcel has been delivered to their mailbox;
eINFO: receipt (Electronic Confirmation of Receipt – ECR)
- in domestic circulations of parcels, this is a convenient
alternative solution replacing hard copy confirmation of
receipt. It is based on the latest ICT solutions and, at the
same time, complies with all IT standards and legal
requirements. This service is available to business
customers. Electronic Confirmation of Receipt makes it
possible to register the delivery of a parcel send as part of
the service also for purposes related to court proceedings.
All this results in the number of business customers
interested in this service keeps growing and in more and
more lines of business deciding to make use of this
innovative solution. In 2014, local government bodies and
financial institutions became customers using ECR;
eINFO: delivery - this service consists in notifying the
sender, via SMS or e-mail, of the delivery date or return of
their parcel, depending on their instructions. eINFO:
delivery is a service for private customers connected with
parcels sent via registered mail. In 2014, more than 4
million of parcels were sent via registered mail with the
eINFO: delivery service.
Annual Report 2014
30 31
New services and solutions regarding letter services, advertising services, and additional electronic services in 2014
Profiled Mailing
An effective semi-addressed advertising service thanks
to which business customers are able to find new buyers
for their products and services. In the offer of
Poczta Polska S.A., this service is positioned between
non-addressed prints and addressed marketing parcels.
A unique feature of this service is its attractive price and
the possibility to reach prospective customer groups
which are not recorded in standard marketing databased
available on the market, chosen by means of
geo-marketing analysis.
Mailing activity carried out thanks to this tool is highly
effective.
Letter from Santa Claus
Close to the end of 2014, Poczta Polska S.A. made a
service offered by Finnish Postal Service: “Letter from
Santa Claus.” It was possible to order such a special parcel
not only at a post office but also via the Internet.
Letter from Santa Claus was sent in a special Christmas
envelope sporting a Finnish Christmas stamp. It was
delivered to people from all around Poland. The service
was very popular with the company’s customers.
GLOBAL Exprès
In July 2014, Poczta Polska S.A. introduced a special cross-
border parcel for, among others, the e-commerce sector.
Its name was GLOBAL Exprès. The service made it
possible for customers to send letters and small objects
up to 2 kg at an attractive price to 34 countries.
GLOBAL Exprès are made a part of the fastest stream of
handling. Thanks to this, they can be delivered even faster
than priority parcels. Such parcels are delivered within
1 to 4 days to most European countries. There is also a
tracking system for them. This solution is very popular
with customers. Throughout the last five months of 2014,
more than 49 thousand of such parcels were shipped.
Delivery upon demand
Reacting to the needs of our customers pertaining to
service performance time, the company introduced a
service called “Delivery upon demand.” The service
makes it possible for customers, without leaving home,
to order a repeated delivery of a parcel sent via registered
mail (under general rules), for which they have already
received a notification of delivery, to the address
indicated on the parcel or to a new address or to receive
that parcel from any post office in Poland.
New package of additional services
Due to the growing demand for electronic solutions
facilitating communication, Poczta Polska S.A. has been
implementing solutions based on contemporary
information and communication technologies.
Those include:
eINFO: advice note - advice note in the electronic form
making it easier to receive the parcel: the customer is
notified that the parcel is ready to be received via SMS or
e-mail. Starting from November 2014, it was possible to
submit an application for receiving advice notes not only
as a hard copy but also in the electronic form, without
leaving home, it was enough to fill-out and submit an
electronic form. In 2014, 350 thousand customers applied
for electronic advice notes.
Registered Mail to Mailbox - a service as part of which
parcels sent to a customer via registered mail can be
transferred directly to their mailbox. Starting from
November 2014, it was possible to submit an application
for transferring registered mail not only as a hard copy
but also in the electronic form, without leaving home, it
was enough to fill-out and submit an electronic form.
Electronic Collective Proof of Delivery (eZDO) - a tool for
facilitating the handling of business customers: the
addressee is notified of parcels sent to them before they
are physically delivered. This functionality makes it
possible for customers to compare physically received
parcels with parcels listed in the electronic register and to
keep records in this convenient form for their own
purposes. Data thus transferred are available as part of an
application called Electronic Sender;
eINFO: notification is an additional functionality for
customers using the Registered Mail to Mailbox service
which consists of sending a short text message (SMS) or
an email notification to the addressee, letting them know
that a parcel has been delivered to their mailbox;
eINFO: receipt (Electronic Confirmation of Receipt – ECR)
- in domestic circulations of parcels, this is a convenient
alternative solution replacing hard copy confirmation of
receipt. It is based on the latest ICT solutions and, at the
same time, complies with all IT standards and legal
requirements. This service is available to business
customers. Electronic Confirmation of Receipt makes it
possible to register the delivery of a parcel send as part of
the service also for purposes related to court proceedings.
All this results in the number of business customers
interested in this service keeps growing and in more and
more lines of business deciding to make use of this
innovative solution. In 2014, local government bodies and
financial institutions became customers using ECR;
eINFO: delivery - this service consists in notifying the
sender, via SMS or e-mail, of the delivery date or return of
their parcel, depending on their instructions. eINFO:
delivery is a service for private customers connected with
parcels sent via registered mail. In 2014, more than 4
million of parcels were sent via registered mail with the
eINFO: delivery service.
Annual Report 2014
32 33
The Envelo Platform
In order to maintain the competitive character of its offer
and to retain the good position of its brand on the market,
Poczta Polska S.A., with the help of other entities from
Poczta Polska Group, continuously develops and
implements solutions employing the latest technologies.
An example of such a solution is the Envelo platform
which was created in response to the progressing
electronization of communication and the planned
changes of European legislation. As part of the platform, a
range of digital communication and hybrid communication
services is being developed in addition to value-added
services accompanying the standard range of services.
When the platform was activated in 2013, three basic
neoproducts were offered: neostamp, neopostcard, and
neoletter. In 2014, further e-services, meant for business
customers, were added. In April, neoinvoice was added
and, in June, collective neoinvoice was added. This cutting-
edge e-service makes it possible to transfer all invoices via
the Internet, regardless of the planned form of delivery:
the electronic form or hard copy. Addressees of electronic
neoinvoices - customers of small, medium sized, and large
companies - can receive them, view them, and archive
them in the neobills mailbox. PGE Obrót SA - the largest
supplier of electrical power in Poland who sent out over
6 million documents in the electronic form in 2014 - is just
one example of user of the service.
In 2014, new functionalities were added to products
already on offer at Envelo. Thanks to the neopostcard
service, it is possible to send personalized postcards
created using new visual design options. It is possible to
print neoletters both in colour and in black-and-white.
Neostamps for parcels sent via registered mail and
additional services make it easier to send correspondence
via registered mail. Neostamps are also available for
letters sent abroad and there are also personalized
neostamps, making it possible to individualise the
message sent by means of an unique conventional stamp.
In July 2014, a mobile application making it possible to
send a neopostcard, also a personalized one, order a
Pocztex courier, track the parcel, search for a post office, a
mailbox, or a zip code was made available.
Starting from December 2014, the customers neobills
mailbox is also available via the application. Developing the
Envelo brand also means introducing further products and
perfecting the product offer. A new feature added is an
Envelo mailbox, available to signed-in users. Thanks to it,
users can send neoletters via regular or registered mail and
receive neoinvoices.
There is no fee for account handling. We guarantee to users
that their data are safe with us. Users who additionally
verify their identity at a post office of Poczta Polska gain
access to a new service - electronic neoletter. It allows
them to safely communicate via the Internet, without
fearing spam or viruses, having the identity of the sender
and the receiver, as well as the time when the message was
sent and received, confirmed.
As part of Envelo, a contemporary system for digitizing
conventional letters is also being developed. Every user
who signs an agreement with Poczta Polska will be able to
receive scanned copies of their incoming mail to their
Envelo mailbox. Having examined the scanned copy of the
envelope, the user will be able to decide if Poczta Polska
S.A. is to destroy the parcel or open it and send them a
scanned copy of its contents to them or send the parcel to
the address indicated on it without opening it.
The Envelo platform was immensely successful in 2014 Its
users sent 1 million neostamps and 90 thousand
neopostcards were sent from the platform and 100 issuers
of neoinvoices were procured. More than 30 thousand
users registered on Envelo and the mobile application was
installed by over 40 thousand of smartphone and tablet
owners. The potential of the latest digital solutions for
correspondence management was confirmed by winning
the tender for service provision to PGE Obrót SA and the
sending of more than 6 million of electronic documents.
The development and innovative character of Envelo
services was noticed on the market. In April, the brand
received the Market’s Leader in Innovation 2014
(Rynkowy Lider Innowacji 2014) title. The Envelo platform
made it to the final round of the IT Leader 2014 (Lider
Informatyki 2014) contest.
CEP and logistics
CEP services
The strategy of Poczta Polska S.A. defines parcel services,
courier services, and logistical services as the key aspects
of the company’s development. In 2014, Poczta Polska
managed to achieve an increase in volumes handled
exceeding the growth of the market almost twice. As far
as the business customer sector (B2C and B2B), forming
over 90% of the market, is concerned, Poczta Polska S.A.
developed several times faster than the market,
registering an increase of volumes handled of 33%, while 20)
the increase of the market amounted to circa 7%.
This success gains even more significance when one takes
into account the fact that the largest global courier
service providers are active on the Polish market and that
this type of market is one of the most competitive sectors
of economy.
The increase of sale of courier services, which now form
circa 50% of all CEP volumes handled by Poczta Polska
S.A., in 2013 and 2014 is a continuously positive tendency
with positive dynamics.
In December 2014, Poczta Polska S.A. transported almost
6 million packages. Sales revenues in that period were
greater by almost 20% than sales revenues generated in
December 2013. Such positive performance results from,
inter alia, a complete restructuring of the product offer
for business and private customers alike.
Pocztex
Pocztex Courier 48 service was added to other courier
services of the company. This service is available only to
business customers and it is rendered on a door-to-door
basis, with a guaranteed delivery time of D+2. The service
was very much appreciated on the market and more than
80% of the overall volume of courier services rendered to
business customers was rendered as part of it.
EXTRA24 Parcel, PARCEL24, PARCEL48
EXTRA24 Parcel - guaranteed next day delivery. The
sender can choose both the day and time of delivery.
PARCEL24 - one of the fastest and most convenient parcel
types, including a number of practical additional services
in a freely chosen configuration and guaranteed 1-day or
2-day delivery. PARCEL48 - a convenient solution ensuring
that the addressee will get the parcel within two days.
Even in its most basic form, this service is one of the best
cost-wise.
UKRAINE PLUS Parcel
In June 2014, Poczta Polska added a new international
service to its offer: the UKRAINE PLUS Parcel. The service
makes it possible for customers to ship a parcel weighing
up to 30 kg of Ukraine at an attractive price. Efficient and
prompt delivery, including an option to track the status of
the parcel, is one of the advantages of the service.
Thanks to changes regarding its offer and thanks to its e-commerce expansion,
the company managed to increase the volumes in comparison with the preceding year:
CEP services volume increased by more than
16%the volume of courier services
increased by almost
50%the sale of the “Pallet Parcel”
service increased by
81%
20) source: own estimates, PwC
Annual Report 2014
32 33
The Envelo Platform
In order to maintain the competitive character of its offer
and to retain the good position of its brand on the market,
Poczta Polska S.A., with the help of other entities from
Poczta Polska Group, continuously develops and
implements solutions employing the latest technologies.
An example of such a solution is the Envelo platform
which was created in response to the progressing
electronization of communication and the planned
changes of European legislation. As part of the platform, a
range of digital communication and hybrid communication
services is being developed in addition to value-added
services accompanying the standard range of services.
When the platform was activated in 2013, three basic
neoproducts were offered: neostamp, neopostcard, and
neoletter. In 2014, further e-services, meant for business
customers, were added. In April, neoinvoice was added
and, in June, collective neoinvoice was added. This cutting-
edge e-service makes it possible to transfer all invoices via
the Internet, regardless of the planned form of delivery:
the electronic form or hard copy. Addressees of electronic
neoinvoices - customers of small, medium sized, and large
companies - can receive them, view them, and archive
them in the neobills mailbox. PGE Obrót SA - the largest
supplier of electrical power in Poland who sent out over
6 million documents in the electronic form in 2014 - is just
one example of user of the service.
In 2014, new functionalities were added to products
already on offer at Envelo. Thanks to the neopostcard
service, it is possible to send personalized postcards
created using new visual design options. It is possible to
print neoletters both in colour and in black-and-white.
Neostamps for parcels sent via registered mail and
additional services make it easier to send correspondence
via registered mail. Neostamps are also available for
letters sent abroad and there are also personalized
neostamps, making it possible to individualise the
message sent by means of an unique conventional stamp.
In July 2014, a mobile application making it possible to
send a neopostcard, also a personalized one, order a
Pocztex courier, track the parcel, search for a post office, a
mailbox, or a zip code was made available.
Starting from December 2014, the customers neobills
mailbox is also available via the application. Developing the
Envelo brand also means introducing further products and
perfecting the product offer. A new feature added is an
Envelo mailbox, available to signed-in users. Thanks to it,
users can send neoletters via regular or registered mail and
receive neoinvoices.
There is no fee for account handling. We guarantee to users
that their data are safe with us. Users who additionally
verify their identity at a post office of Poczta Polska gain
access to a new service - electronic neoletter. It allows
them to safely communicate via the Internet, without
fearing spam or viruses, having the identity of the sender
and the receiver, as well as the time when the message was
sent and received, confirmed.
As part of Envelo, a contemporary system for digitizing
conventional letters is also being developed. Every user
who signs an agreement with Poczta Polska will be able to
receive scanned copies of their incoming mail to their
Envelo mailbox. Having examined the scanned copy of the
envelope, the user will be able to decide if Poczta Polska
S.A. is to destroy the parcel or open it and send them a
scanned copy of its contents to them or send the parcel to
the address indicated on it without opening it.
The Envelo platform was immensely successful in 2014 Its
users sent 1 million neostamps and 90 thousand
neopostcards were sent from the platform and 100 issuers
of neoinvoices were procured. More than 30 thousand
users registered on Envelo and the mobile application was
installed by over 40 thousand of smartphone and tablet
owners. The potential of the latest digital solutions for
correspondence management was confirmed by winning
the tender for service provision to PGE Obrót SA and the
sending of more than 6 million of electronic documents.
The development and innovative character of Envelo
services was noticed on the market. In April, the brand
received the Market’s Leader in Innovation 2014
(Rynkowy Lider Innowacji 2014) title. The Envelo platform
made it to the final round of the IT Leader 2014 (Lider
Informatyki 2014) contest.
CEP and logistics
CEP services
The strategy of Poczta Polska S.A. defines parcel services,
courier services, and logistical services as the key aspects
of the company’s development. In 2014, Poczta Polska
managed to achieve an increase in volumes handled
exceeding the growth of the market almost twice. As far
as the business customer sector (B2C and B2B), forming
over 90% of the market, is concerned, Poczta Polska S.A.
developed several times faster than the market,
registering an increase of volumes handled of 33%, while 20)
the increase of the market amounted to circa 7%.
This success gains even more significance when one takes
into account the fact that the largest global courier
service providers are active on the Polish market and that
this type of market is one of the most competitive sectors
of economy.
The increase of sale of courier services, which now form
circa 50% of all CEP volumes handled by Poczta Polska
S.A., in 2013 and 2014 is a continuously positive tendency
with positive dynamics.
In December 2014, Poczta Polska S.A. transported almost
6 million packages. Sales revenues in that period were
greater by almost 20% than sales revenues generated in
December 2013. Such positive performance results from,
inter alia, a complete restructuring of the product offer
for business and private customers alike.
Pocztex
Pocztex Courier 48 service was added to other courier
services of the company. This service is available only to
business customers and it is rendered on a door-to-door
basis, with a guaranteed delivery time of D+2. The service
was very much appreciated on the market and more than
80% of the overall volume of courier services rendered to
business customers was rendered as part of it.
EXTRA24 Parcel, PARCEL24, PARCEL48
EXTRA24 Parcel - guaranteed next day delivery. The
sender can choose both the day and time of delivery.
PARCEL24 - one of the fastest and most convenient parcel
types, including a number of practical additional services
in a freely chosen configuration and guaranteed 1-day or
2-day delivery. PARCEL48 - a convenient solution ensuring
that the addressee will get the parcel within two days.
Even in its most basic form, this service is one of the best
cost-wise.
UKRAINE PLUS Parcel
In June 2014, Poczta Polska added a new international
service to its offer: the UKRAINE PLUS Parcel. The service
makes it possible for customers to ship a parcel weighing
up to 30 kg of Ukraine at an attractive price. Efficient and
prompt delivery, including an option to track the status of
the parcel, is one of the advantages of the service.
Thanks to changes regarding its offer and thanks to its e-commerce expansion,
the company managed to increase the volumes in comparison with the preceding year:
CEP services volume increased by more than
16%the volume of courier services
increased by almost
50%the sale of the “Pallet Parcel”
service increased by
81%
20) source: own estimates, PwC
Annual Report 2014
34 35
Package of products and services especially for
e-commerce
In 2014, Poczta Polska S.A. continued its expansion
towards the growing e-commerce market by means of
introducing new products and services meeting the high
expectations of e-Sellers and e-Buyers; e-Sellers were
provided with a comprehensive offer and simple solutions
while e-Buyers could count on comfort, safety, and easy
pick-up and return of goods. To this end, in 2014:
• ecommerce.poczta-polska.pl was started for handling
e-commerce and for presenting to eCustomers in one
place the parcel-courier services, logistical services,
banking services, insurance services, and digital
services offered to them by Poczta Polska Group.
• IT systems for supporting CEP services were
developed, including: Electronic Sender - a modern
and interactive tool for facilitating the sending of
parcels and a tracking system for monitoring them.
Additionally, a mobile application making it possible to
conveniently order courier service was developed;
• the pre-paid package service for small and medium-
sized companies was modified - thanks to the service,
a customer pays for a selected number of parcels in
advance and is granted a discount with regard to every
one of them. This service is available via the website
and hotline of Poczta Polska S.A.
• implementation of ezwroty.poczta-polska.pl, an
Internet application making it possible for eSellers to
maintain complete control over returned orders.
eBuyers were granted the option to smoothly and
conveniently return goods they bought in several
simple steps, by means of filling out an Internet form
and shipping the goods from any Poczta Polska S.A.
Courier or by means of visiting one of the conveniently
placed post offices;
• modification of the EXTRA24 Parcel service prepared
especially for those customers who prefer to receive
their parcels in the afternoon. Since November, parcels
are delivered also after 16:00 in 39 Polish cities.
An important factor contributing to the success of
packaged cargo logistics of the company in 2014 was the
development of modern IT tools. Customers of Poczta
Polska could make use of all functionalities of a modern
TMS (transport management system) integrated with the
existing operating system of the recipient. The system
makes collecting orders easier and facilitates smooth
management of the flow of domestic parcels and
additional products. It significantly improves the quality
of services rendered and results in considerable cost
optimisation. The Electronic Sender application makes it
possible for customers to integrate their systems with the
systems of Poczta Polska S.A. and to generate transport
documentation on their own.
The e-Customer Internet website made available makes it
possible for customers to manage information regarding
parcels, enabling the handling of corresponding orders, in
addition to enabling current communication with the
operating system and making it possible to print
documentation. Poczta Polska S.A. was praised for
developing its “Pallet Parcel” service and for extending its
offer of logistical services. The award committee of the
“Logistical Operator 2014” research programme awarded
a special distinction in the “Dynamic entry onto the
domestic packaged cargo market” category to Poczta
Polska S.A.
Sales performance regarding CEP services and pallet parcels
in 2012 to 2014
In 2014, Poczta Polska S.A. also developed its
international offer of CEP services, introducing rules for
international postal exchange and procedures for
effecting settlements under new acts of the Universal
Postal Union. Making use of a network of offices, the
company handles returns of e-commerce parcels to, inter
alia, Germany and the British Tesco network and the
company has introduced a service for easy parcel return,
mostly introduced with e-commerce customers in mind:
Easy Return Solution.
Logistical services
In 2014, Poczta Polska S.A. implemented a strategy for
developing logistical services. Efficient usage of the
existing logistical network and a new fleet of vehicles
made it possible to increase volumes handled and the
sales values of the “Pallet Parcel” service. Sales revenues
generated by and volumes handled as part of the Pallet
Parcel service have been doubling every year for 3 years
now. In 2014, sales of the Pallet Parcel service increased
by 81%.
Thanks to intensifying the sales of its financial and
insurance services and thanks to limiting the negative
impact of e-substitution on conventional financial
services, the company managed to effectively stop its
revenues from financial services from further decreasing
in 2014.
The fact that the Polish society makes more and more use
of banking services has a direct impact on conventional
financial services, resulting in fewer postal transfers and
transfers of money to bank account via postal services
being handled. Poczta Polska S.A., striving to counteract
this tendency, introduced additional electronic
functionalities accompanying such services (the option to
effect money transfers and pay radio and TV subscription
via the Internet).
It was possible, thanks to the introduction of a new type
of transfer to bank account (priority payment), to
significantly limit the decrease of revenue from
conventional services in spite of the overall diminishing of
the volume of such services handled.
From the company’s perspective, developing insurance
and banking services provided at Poczta Polska S.A.
offices is crucial. In 2014, an increase of revenues
generated in those areas made it possible to make up for
reduced revenues generated by conventional financial
services.
Financial services
Size of the CEP market in Poland in million pieces
2012
22
9
+14%+13%
+100%
+81%+16%+8%
26
2
28
3
2013 2014
CEP services market of Poczta Polska in million pieces
2012
39 4
4
51
2013 2014
Pallet parcel in million PLN
2012
15
30
55
2013 2014
Annual Report 2014
34 35
Package of products and services especially for
e-commerce
In 2014, Poczta Polska S.A. continued its expansion
towards the growing e-commerce market by means of
introducing new products and services meeting the high
expectations of e-Sellers and e-Buyers; e-Sellers were
provided with a comprehensive offer and simple solutions
while e-Buyers could count on comfort, safety, and easy
pick-up and return of goods. To this end, in 2014:
• ecommerce.poczta-polska.pl was started for handling
e-commerce and for presenting to eCustomers in one
place the parcel-courier services, logistical services,
banking services, insurance services, and digital
services offered to them by Poczta Polska Group.
• IT systems for supporting CEP services were
developed, including: Electronic Sender - a modern
and interactive tool for facilitating the sending of
parcels and a tracking system for monitoring them.
Additionally, a mobile application making it possible to
conveniently order courier service was developed;
• the pre-paid package service for small and medium-
sized companies was modified - thanks to the service,
a customer pays for a selected number of parcels in
advance and is granted a discount with regard to every
one of them. This service is available via the website
and hotline of Poczta Polska S.A.
• implementation of ezwroty.poczta-polska.pl, an
Internet application making it possible for eSellers to
maintain complete control over returned orders.
eBuyers were granted the option to smoothly and
conveniently return goods they bought in several
simple steps, by means of filling out an Internet form
and shipping the goods from any Poczta Polska S.A.
Courier or by means of visiting one of the conveniently
placed post offices;
• modification of the EXTRA24 Parcel service prepared
especially for those customers who prefer to receive
their parcels in the afternoon. Since November, parcels
are delivered also after 16:00 in 39 Polish cities.
An important factor contributing to the success of
packaged cargo logistics of the company in 2014 was the
development of modern IT tools. Customers of Poczta
Polska could make use of all functionalities of a modern
TMS (transport management system) integrated with the
existing operating system of the recipient. The system
makes collecting orders easier and facilitates smooth
management of the flow of domestic parcels and
additional products. It significantly improves the quality
of services rendered and results in considerable cost
optimisation. The Electronic Sender application makes it
possible for customers to integrate their systems with the
systems of Poczta Polska S.A. and to generate transport
documentation on their own.
The e-Customer Internet website made available makes it
possible for customers to manage information regarding
parcels, enabling the handling of corresponding orders, in
addition to enabling current communication with the
operating system and making it possible to print
documentation. Poczta Polska S.A. was praised for
developing its “Pallet Parcel” service and for extending its
offer of logistical services. The award committee of the
“Logistical Operator 2014” research programme awarded
a special distinction in the “Dynamic entry onto the
domestic packaged cargo market” category to Poczta
Polska S.A.
Sales performance regarding CEP services and pallet parcels
in 2012 to 2014
In 2014, Poczta Polska S.A. also developed its
international offer of CEP services, introducing rules for
international postal exchange and procedures for
effecting settlements under new acts of the Universal
Postal Union. Making use of a network of offices, the
company handles returns of e-commerce parcels to, inter
alia, Germany and the British Tesco network and the
company has introduced a service for easy parcel return,
mostly introduced with e-commerce customers in mind:
Easy Return Solution.
Logistical services
In 2014, Poczta Polska S.A. implemented a strategy for
developing logistical services. Efficient usage of the
existing logistical network and a new fleet of vehicles
made it possible to increase volumes handled and the
sales values of the “Pallet Parcel” service. Sales revenues
generated by and volumes handled as part of the Pallet
Parcel service have been doubling every year for 3 years
now. In 2014, sales of the Pallet Parcel service increased
by 81%.
Thanks to intensifying the sales of its financial and
insurance services and thanks to limiting the negative
impact of e-substitution on conventional financial
services, the company managed to effectively stop its
revenues from financial services from further decreasing
in 2014.
The fact that the Polish society makes more and more use
of banking services has a direct impact on conventional
financial services, resulting in fewer postal transfers and
transfers of money to bank account via postal services
being handled. Poczta Polska S.A., striving to counteract
this tendency, introduced additional electronic
functionalities accompanying such services (the option to
effect money transfers and pay radio and TV subscription
via the Internet).
It was possible, thanks to the introduction of a new type
of transfer to bank account (priority payment), to
significantly limit the decrease of revenue from
conventional services in spite of the overall diminishing of
the volume of such services handled.
From the company’s perspective, developing insurance
and banking services provided at Poczta Polska S.A.
offices is crucial. In 2014, an increase of revenues
generated in those areas made it possible to make up for
reduced revenues generated by conventional financial
services.
Financial services
Size of the CEP market in Poland in million pieces
2012
22
9
+14%+13%
+100%
+81%+16%+8%
26
2
28
3
2013 2014
CEP services market of Poczta Polska in million pieces
2012
39 4
4
51
2013 2014
Pallet parcel in million PLN
2012
15
30
55
2013 2014
Annual Report 2014
36 37
Insurance services
2014 was another year of dynamic development of the
sales of insurance services within the network of Poczta
Polska S.A. Thanks to the introduction of more and more
insurance products, such as transport insurance policies -
civil liability, coverage, assistance, and casualty insurance,
as well as property insurance: house or apartment
insurance policies - which Poczta Polska S.A. offers to its
customers, the expansion of Poczta Polska Group onto the
insurance market is becoming more and more evident
and its sales network continues to develop. Close to the
end of 2014, it was possible for customers of Poczta
Polska S.A. to purchase insurance products at more than
500 special customer service points (Postal Financial
Zones), at other points within the network of Poczta
Polska S.A., and from more than 8 000 licensed insurance
agents.
In 2014, Poczta Polska S.A. started selling insurance using
mobile devices with which postmen were equipped. The
sales process was simplified by this. At the same time,
Poczta Polska S.A. commenced with activity aimed at
increasing the competence of its sales employees. As a
result of this, sales within the network of PFZ in 2014
increased by 79% in comparison with 2013.
Banking services
Poczta Polska S.A., as a result of its strategic cooperation
with Bank Pocztowy S.A., systematically takes steps aimed
at increasing its revenue from the sale of banking
products. In comparison with 2013, Poczta Polska S.A.
increased its revenues generated by banking services by
almost 35% in 2014. The company’s range of banking
products in 2014 included the following types of
products:
• settlement accounts (AlwaysFree Postal Account,
Standard Account, and Nestor Account),
• savings accounts (Savings Postal Account, New Savings
Account),
• fixed-term deposit accounts,
• consumer credit (including cash loan for employees of
work places with reduced credit risk (ZOR), cash loan
prepared especially for the elderly, cash loans for
other retail customers, as well as revolving credit as
part of the current account).
Poczta Polska S.A. and Bank Pocztowy S.A. systematically
increase the number of customers making use of their
banking products. By the end of 2014, the total number of
customers amounted to 1 447 thousand. This proves that
the policy regarding changes to the product range is
effective. In 2014, sales activity related to consumer
credits also developed dynamically within the network of
Poczta Polska S.A.
As far as loans are concerned, Bank Pocztowy introduced
an interesting consolidation offer and a loan called Always
the Lowest Rate which makes it possible for customers,
on the basis of an informational document from a
competitive bank, to obtain lower price-related
parameters for their loan.
Thanks to synergy between entities belonging to Poczta
Polska Group, it was possible to propose loyalty
programmes to owners of settlement accounts enabling
them to reap the benefits connected with actively using
the products and services of the Group.
Examples of such programmes:
• Postal Package Programme - customers are
reimbursed for 10% of expenses borne on selected
postal services of Poczta Polska S.A. (mostly packages
and letters);
• Postal Insurance Programme - customers are
reimbursed for 10% of insurance premiums they
pad using their settlement account with Bank
Pocztowy S.A. as part of policies concluded with
Pocztowe Towarzystwo Ubezpieczeń Wzajemnych and
as part of co-insurance with Sopockie Towarzystwo
Ubezpieczeń Ergo Hestia S.A.;
• Pay by link Envelo - customers are reimbursed for 10%
of the amount they spent on Envelo products via the
pay by ling functionality using their account with
Bank Pocztowy S.A.
Close to the end of 2014, it was possible for customers to
purchase banking products at more than 500 special
customer service points (Postal Financial Zones) and at
other points within the network of Poczta Polska S.A.
Easily accessible and modernised sales network as well as
simple and commonly available banking products will
form the basis for the stable development of the sales of
banking services in the years to come.
Conventional financial services
In 2014, Poczta Polska S.A. minimised the decrease of
revenues generated by conventional financial services by
means of modifying the services it rendered. Thanks to
this, the company managed to considerably reduce the
decrease of revenues in that sector. In 2014:
• an Internet payment platform was activated, making it
possible to pay the RTV subscription charge online;
• postal orders and money express were activated;
• the handling of cross-border cash transfers was
extended thanks to initiating cooperation with RIA, an
international network;
• the network of currency exchange bureaus at post
offices was dynamically developed, offering currency
exchange services at more than 800 of them.
By the end of 2014, conventional financial services were
sold at all post offices.
Thanks to changes regarding the offer and the
development of Self-Service Commercial Zones, the
company’s revenues from commercial activity increased
by 21% in comparison with 2013.
The sale of philatelic materials on the Internet increased
by more than 60%.
Commercial activity
In 2014, the revenues of Poczta Polska S.A. generated by
its commercial activity at post offices and via its online
shop increased by more than 21% in comparison with
2013 and the revenues generated by selling press
increased by more than 30%. Poczta Polska S.A. managed
to achieve such good performance in spite of the difficult
situation on the press market.
Good sales performance results from, among other
things, a new mode of displaying newspapers and
magazines at post offices, active sales management, and
making use of the scale effect by means of concluding an
agreement with one supplier for all of Poland. Press sold
by the company is delivered to 280 Self-Service
Commercial Zones and almost 2 thousand new display
areas for goods at post offices.
In 2014, Poczta Polska extended the selection of press
publications offered. There are foreign magazines and
newspapers on offer at some post offices, particularly
those located near the border between Poland and
Germany. Striving to ensure that customers have access
to an appealingly displayed range of commercial goods
and to reduce handling time at the post office, Poczta
Polska S.A. opened 140 Self-Service Commercial Zones at
its post offices. Currently, a total of 280 such zones
make press, office supplies, envelopes, special occasion
postcards, publications, products for children, and
packaging materials available to customers.
Work on extending the range of products offered resulted
in introducing completely new product assortments into
circulation such as publications, including best-selling
books - this was particularly appreciated by customers.
Thanks to its sales network, Poczta Polska S.A. was able
to start competing with entities which have already
managed to make a name for themselves on the market.
Philately
FPhilately is an important aspect of Poczta Polska S.A.
activity, combining the popularization of culture, an
element of the company’s mission, and recording and
documenting events and anniversaries which are the
most important for Poles with strictly commercial
functions thanks to which issuing stamps is an additional
source of income for the company.
Philately e-shop is becoming more and more popular.
Sales of philately materials have increased by 50% (10% of
which are orders from foreign customers). Every month,
several hundred accounts are created by new customers.
The company’s philatelic activity was based on issuing
stamps and other philately materials for special occasions.
Issue plan for postal stamps in 2014 included 37 themes
presented on 102 stamps, including: 86 standalone
stamps, 12 stamps in a block, 4 stamps with tags.
In addition to retail sale, Poczta Polska S.A. also makes it
possible for its customers to purchase all philately
materials issued in a given calendar years as part of a
philately subscription charge. This service is available at
post offices and via the online philately shop.
Commerce and philately
Annual Report 2014
36 37
Insurance services
2014 was another year of dynamic development of the
sales of insurance services within the network of Poczta
Polska S.A. Thanks to the introduction of more and more
insurance products, such as transport insurance policies -
civil liability, coverage, assistance, and casualty insurance,
as well as property insurance: house or apartment
insurance policies - which Poczta Polska S.A. offers to its
customers, the expansion of Poczta Polska Group onto the
insurance market is becoming more and more evident
and its sales network continues to develop. Close to the
end of 2014, it was possible for customers of Poczta
Polska S.A. to purchase insurance products at more than
500 special customer service points (Postal Financial
Zones), at other points within the network of Poczta
Polska S.A., and from more than 8 000 licensed insurance
agents.
In 2014, Poczta Polska S.A. started selling insurance using
mobile devices with which postmen were equipped. The
sales process was simplified by this. At the same time,
Poczta Polska S.A. commenced with activity aimed at
increasing the competence of its sales employees. As a
result of this, sales within the network of PFZ in 2014
increased by 79% in comparison with 2013.
Banking services
Poczta Polska S.A., as a result of its strategic cooperation
with Bank Pocztowy S.A., systematically takes steps aimed
at increasing its revenue from the sale of banking
products. In comparison with 2013, Poczta Polska S.A.
increased its revenues generated by banking services by
almost 35% in 2014. The company’s range of banking
products in 2014 included the following types of
products:
• settlement accounts (AlwaysFree Postal Account,
Standard Account, and Nestor Account),
• savings accounts (Savings Postal Account, New Savings
Account),
• fixed-term deposit accounts,
• consumer credit (including cash loan for employees of
work places with reduced credit risk (ZOR), cash loan
prepared especially for the elderly, cash loans for
other retail customers, as well as revolving credit as
part of the current account).
Poczta Polska S.A. and Bank Pocztowy S.A. systematically
increase the number of customers making use of their
banking products. By the end of 2014, the total number of
customers amounted to 1 447 thousand. This proves that
the policy regarding changes to the product range is
effective. In 2014, sales activity related to consumer
credits also developed dynamically within the network of
Poczta Polska S.A.
As far as loans are concerned, Bank Pocztowy introduced
an interesting consolidation offer and a loan called Always
the Lowest Rate which makes it possible for customers,
on the basis of an informational document from a
competitive bank, to obtain lower price-related
parameters for their loan.
Thanks to synergy between entities belonging to Poczta
Polska Group, it was possible to propose loyalty
programmes to owners of settlement accounts enabling
them to reap the benefits connected with actively using
the products and services of the Group.
Examples of such programmes:
• Postal Package Programme - customers are
reimbursed for 10% of expenses borne on selected
postal services of Poczta Polska S.A. (mostly packages
and letters);
• Postal Insurance Programme - customers are
reimbursed for 10% of insurance premiums they
pad using their settlement account with Bank
Pocztowy S.A. as part of policies concluded with
Pocztowe Towarzystwo Ubezpieczeń Wzajemnych and
as part of co-insurance with Sopockie Towarzystwo
Ubezpieczeń Ergo Hestia S.A.;
• Pay by link Envelo - customers are reimbursed for 10%
of the amount they spent on Envelo products via the
pay by ling functionality using their account with
Bank Pocztowy S.A.
Close to the end of 2014, it was possible for customers to
purchase banking products at more than 500 special
customer service points (Postal Financial Zones) and at
other points within the network of Poczta Polska S.A.
Easily accessible and modernised sales network as well as
simple and commonly available banking products will
form the basis for the stable development of the sales of
banking services in the years to come.
Conventional financial services
In 2014, Poczta Polska S.A. minimised the decrease of
revenues generated by conventional financial services by
means of modifying the services it rendered. Thanks to
this, the company managed to considerably reduce the
decrease of revenues in that sector. In 2014:
• an Internet payment platform was activated, making it
possible to pay the RTV subscription charge online;
• postal orders and money express were activated;
• the handling of cross-border cash transfers was
extended thanks to initiating cooperation with RIA, an
international network;
• the network of currency exchange bureaus at post
offices was dynamically developed, offering currency
exchange services at more than 800 of them.
By the end of 2014, conventional financial services were
sold at all post offices.
Thanks to changes regarding the offer and the
development of Self-Service Commercial Zones, the
company’s revenues from commercial activity increased
by 21% in comparison with 2013.
The sale of philatelic materials on the Internet increased
by more than 60%.
Commercial activity
In 2014, the revenues of Poczta Polska S.A. generated by
its commercial activity at post offices and via its online
shop increased by more than 21% in comparison with
2013 and the revenues generated by selling press
increased by more than 30%. Poczta Polska S.A. managed
to achieve such good performance in spite of the difficult
situation on the press market.
Good sales performance results from, among other
things, a new mode of displaying newspapers and
magazines at post offices, active sales management, and
making use of the scale effect by means of concluding an
agreement with one supplier for all of Poland. Press sold
by the company is delivered to 280 Self-Service
Commercial Zones and almost 2 thousand new display
areas for goods at post offices.
In 2014, Poczta Polska extended the selection of press
publications offered. There are foreign magazines and
newspapers on offer at some post offices, particularly
those located near the border between Poland and
Germany. Striving to ensure that customers have access
to an appealingly displayed range of commercial goods
and to reduce handling time at the post office, Poczta
Polska S.A. opened 140 Self-Service Commercial Zones at
its post offices. Currently, a total of 280 such zones
make press, office supplies, envelopes, special occasion
postcards, publications, products for children, and
packaging materials available to customers.
Work on extending the range of products offered resulted
in introducing completely new product assortments into
circulation such as publications, including best-selling
books - this was particularly appreciated by customers.
Thanks to its sales network, Poczta Polska S.A. was able
to start competing with entities which have already
managed to make a name for themselves on the market.
Philately
FPhilately is an important aspect of Poczta Polska S.A.
activity, combining the popularization of culture, an
element of the company’s mission, and recording and
documenting events and anniversaries which are the
most important for Poles with strictly commercial
functions thanks to which issuing stamps is an additional
source of income for the company.
Philately e-shop is becoming more and more popular.
Sales of philately materials have increased by 50% (10% of
which are orders from foreign customers). Every month,
several hundred accounts are created by new customers.
The company’s philatelic activity was based on issuing
stamps and other philately materials for special occasions.
Issue plan for postal stamps in 2014 included 37 themes
presented on 102 stamps, including: 86 standalone
stamps, 12 stamps in a block, 4 stamps with tags.
In addition to retail sale, Poczta Polska S.A. also makes it
possible for its customers to purchase all philately
materials issued in a given calendar years as part of a
philately subscription charge. This service is available at
post offices and via the online philately shop.
Commerce and philately
Annual Report 2014
38 39
Thanks to the service, it is possible to collect clean and
stamped postal stamps, postcards with imprinted postal
fee information, First Date Cover envelopes, and special
occasion date stamps.
In 2014, Poczta Polska S.A. continued to offer the
MySTAMP service introduced in 2013, making it possible
to create an individualised postal fee stamp and thus
offering a unique way of advertising one’s brand,
products, and services. MySTAMP is popular with
customers, resulting in growing revenues and continued
development of the service.
Among philately services offered in 2014, imprints on
personalised stamps with tag (which is, at the same time,
a token of postal fee) are still popular. It allows
customization of stamps in an appealing way, making it
possible to make company correspondence or special
occasion invitations truly unique.
Among many interesting philately issues in 2014, the
following are the most interesting:
two issues issued in cooperation between Poland and
Vatican on the occasion of canonization of two grand
Popes - an unprecedented event. A veritable philately
gem - due to its three forms of publication (two using
offset printing and one using steel engraving) and due to
using microprinting - is the “Canonization of John Paul II”.
Every stamp contains a depiction of John Paul II. The halo
around his head is formed by microprinted inscriptions in
seven lines - the most important Papal addresses from his
teachings and speeches;
“Gold Medallists of the World Men’s Volleyball
Championship 2014” is an issue which was published less
than 4 weeks after the final match at the Katowice Spodek
and after the Polish team won the title of worldwide
volleyball champions;
the “70th anniversary of the outbreak of the Warsaw
Uprising” issue, commemorating the Uprising and
thousands of unknown young people who came to
symbolise valour and determination in struggling for
freedom.
Key accounts and contracts
In 2014, the company concluded a total of 33 909
agreements with business and private customers.
Poczta Polska S.A. provides services to major entities
from the commercial sector, including telecommunication
companies, banks, and energy suppliers, as well as public
administration bodies.
In 2014, business partners decided to start cooperation
with Poczta Polska S.A. due to its credibility, the
availability and size of its network of offices, the
professionalism of its employees, its logistical network,
and its versatile offer with attractive prices. Availability of
modern services rendered by other entities belonging to
Poczta Polska Group in addition to conventional postal
and financial services was an additional advantage.
In a time of common e-substitution and of decreasing
volumes of conventional parcels handled, the company
needed to enter new business areas in 2014 in order to
keep developing. A service, introduced in December 2014,
consisting in reading the indications of gas meters, water
meters, and electricity meters is an example of such new
services.
Tenders won, including one for reading has meters for
Polska Spółka Gazownictwa, confirm that the new offer is
appreciated.
Annual Report 2014
38 39
Thanks to the service, it is possible to collect clean and
stamped postal stamps, postcards with imprinted postal
fee information, First Date Cover envelopes, and special
occasion date stamps.
In 2014, Poczta Polska S.A. continued to offer the
MySTAMP service introduced in 2013, making it possible
to create an individualised postal fee stamp and thus
offering a unique way of advertising one’s brand,
products, and services. MySTAMP is popular with
customers, resulting in growing revenues and continued
development of the service.
Among philately services offered in 2014, imprints on
personalised stamps with tag (which is, at the same time,
a token of postal fee) are still popular. It allows
customization of stamps in an appealing way, making it
possible to make company correspondence or special
occasion invitations truly unique.
Among many interesting philately issues in 2014, the
following are the most interesting:
two issues issued in cooperation between Poland and
Vatican on the occasion of canonization of two grand
Popes - an unprecedented event. A veritable philately
gem - due to its three forms of publication (two using
offset printing and one using steel engraving) and due to
using microprinting - is the “Canonization of John Paul II”.
Every stamp contains a depiction of John Paul II. The halo
around his head is formed by microprinted inscriptions in
seven lines - the most important Papal addresses from his
teachings and speeches;
“Gold Medallists of the World Men’s Volleyball
Championship 2014” is an issue which was published less
than 4 weeks after the final match at the Katowice Spodek
and after the Polish team won the title of worldwide
volleyball champions;
the “70th anniversary of the outbreak of the Warsaw
Uprising” issue, commemorating the Uprising and
thousands of unknown young people who came to
symbolise valour and determination in struggling for
freedom.
Key accounts and contracts
In 2014, the company concluded a total of 33 909
agreements with business and private customers.
Poczta Polska S.A. provides services to major entities
from the commercial sector, including telecommunication
companies, banks, and energy suppliers, as well as public
administration bodies.
In 2014, business partners decided to start cooperation
with Poczta Polska S.A. due to its credibility, the
availability and size of its network of offices, the
professionalism of its employees, its logistical network,
and its versatile offer with attractive prices. Availability of
modern services rendered by other entities belonging to
Poczta Polska Group in addition to conventional postal
and financial services was an additional advantage.
In a time of common e-substitution and of decreasing
volumes of conventional parcels handled, the company
needed to enter new business areas in 2014 in order to
keep developing. A service, introduced in December 2014,
consisting in reading the indications of gas meters, water
meters, and electricity meters is an example of such new
services.
Tenders won, including one for reading has meters for
Polska Spółka Gazownictwa, confirm that the new offer is
appreciated.
Annual Report 2014
40 41
Maintaining high levels of customer satisfaction and
ensuring prompt delivery of parcels.
Improving the level of satisfaction of the company’s
customers was one of the basic strategic objectives of the
Poczta Polska S.A. Thanks to systematic market analysis
and customer analysis, the company obtains customer
opinions about the quality of services rendered.
Compliance with statutory requirements pertaining to the
promptness of performance of universal services,
correspondence confidentiality, safety of postal
circulation, and availability of the postal network, as well
as compliance with certain standards consistent with
customer expectations and agreements concluded are all
taken into account when assessing the quality of Poczta
Polska S.A.’s offer. The quality of service at post offices is
particularly important to private customers.
Poczta Polska S.A. systematically monitors the quality of
services in terms of promptness of parcel delivery.
In 2014, the mechanization project of distribution and
sorting centres (WER) aimed at improving the efficiency
of letter sorting was completed.
8 cutting-edge sorting machines were added to the
logistical system of Poczta Polska S.A. Such a major
change regarding a crucial system of Poczta Polska S.A.
was connected with a risk of temporary interruption to
the flow of parcels. However, the smooth introduction of
new machines made it possible to avoid any major
interference with the logistical process and to minimise
the impact of technological changes on indicators of
promptness of parcel delivery.
Improving the quality of services rendered
Sales network development
Tracking of parcels sent via registered mail is possible
both in Poland and abroad on the basis of IT systems.
Qualitative indicators of Poczta Polska S.A. pertaining to
delivery time and data transmission for PRIME
international packages and letters shipped to Poland for
delivery are at 95%. For EMS courier parcels, the
promptness indicator for handling orders was 99.4%.
Thanks to this, Poczta Polska S.A. was nominated for the
“EMS Customer Service Office 2014” international award.
Customers can also check the delivery status of all parcels
and courier parcels and letters sent via registered mail on
their own at www.poczta-polska.pl and can make
comments and queries via the hotline. In 2014, the
functionality of the system was further extended by
means of making it possible to track parcels sent via
registered mail and letters with declared value sent
abroad and received from abroad.
Also in 2014, Poczta Polska S.A. introduced a new and
convenient mode of making complaints in the electronic
form via www.ereklamacje.poczta-polska.pl.
A system for serving customers using international
services was also initiated, making it possible to, inter alia,
process queries and complaints 100% online as part of a
Global Customer Service System.
The Rapid Response Procedure, aimed at enhancing the
quality of customer services, also by means of reducing
handling time, was improved at post offices in 2014. The
results of research into customer satisfaction with
handling time at post offices indicate that the relevant
satisfaction level indicator increased from 82% in 2013 to 21)
89% in 2014.
Research into customer satisfaction level indicates that, in
2014, the indicator of customer satisfaction with the
necessary waiting time at Poczta Polska S.A. offices also 22)
systematically improved - it reached 88% in the fourth
quarter of 2014.
The average statistical waiting time before being served at
a postal office was shortened from 3.2 minutes in 2012 to 23)
2.1 minutes in 2014. This change was possible thanks
to, among other things, supplementation of the network
of post offices in cities and a change of their work
organisation, as well as thanks to the introduction and
widespread implementation of a number of facilitations
for customers.
Customers appreciated activation of Self-Service
Commercial Zones, self-service devices, the Electronic
Sender (enabling customers to enter data regarding
parcels to be shipped online), and services available as
part of the Envelo platform (particularly the neostamp
service).
Development of the network of offices
The network of post offices remains one of the most
important assets of Poczta Polska S.A. and has a major
impact on its competitive position on the postal services
market. Poczta Polska S.A. pursues its business activity
using more than 7 500 offices (data as at 31 December
2014).
In 2014, Poczta Polska S.A. continued implementing
changes regarding its network of offices, taking advantage
of the potential of the market, including local markets.
This was directly translated into an improvement of the
availability of postal services and the quality of customer
service and, at the same time, an improvement of the
profitability of the network of offices. Gradually
decreasing demand for conventional letter and financial
services required that the level of profitability be
continuously monitored and that the function of offices
and their location be adjusted to what is needed in view
of what the customers need and in order to improve the
quality of service. If local considerations so required, the
network of Poczta Polska S.A. was also supplemented
with new (additional) customer service points.
21) source: Summary report regarding surveys among Poczta Polska S.A. customers conducted at selected offices of Poczta Polska S.A.in 2013 and 2014.
22) source: Summary report regarding surveys among Poczta Polska S.A. customers conducted at selected offices of Poczta Polska S.A. in 2013 and 2014.
23) source: A study into customer service level conducted using the Mystery Consumer method, Poczta Polska S.A.
Annual Report 2014
40 41
Maintaining high levels of customer satisfaction and
ensuring prompt delivery of parcels.
Improving the level of satisfaction of the company’s
customers was one of the basic strategic objectives of the
Poczta Polska S.A. Thanks to systematic market analysis
and customer analysis, the company obtains customer
opinions about the quality of services rendered.
Compliance with statutory requirements pertaining to the
promptness of performance of universal services,
correspondence confidentiality, safety of postal
circulation, and availability of the postal network, as well
as compliance with certain standards consistent with
customer expectations and agreements concluded are all
taken into account when assessing the quality of Poczta
Polska S.A.’s offer. The quality of service at post offices is
particularly important to private customers.
Poczta Polska S.A. systematically monitors the quality of
services in terms of promptness of parcel delivery.
In 2014, the mechanization project of distribution and
sorting centres (WER) aimed at improving the efficiency
of letter sorting was completed.
8 cutting-edge sorting machines were added to the
logistical system of Poczta Polska S.A. Such a major
change regarding a crucial system of Poczta Polska S.A.
was connected with a risk of temporary interruption to
the flow of parcels. However, the smooth introduction of
new machines made it possible to avoid any major
interference with the logistical process and to minimise
the impact of technological changes on indicators of
promptness of parcel delivery.
Improving the quality of services rendered
Sales network development
Tracking of parcels sent via registered mail is possible
both in Poland and abroad on the basis of IT systems.
Qualitative indicators of Poczta Polska S.A. pertaining to
delivery time and data transmission for PRIME
international packages and letters shipped to Poland for
delivery are at 95%. For EMS courier parcels, the
promptness indicator for handling orders was 99.4%.
Thanks to this, Poczta Polska S.A. was nominated for the
“EMS Customer Service Office 2014” international award.
Customers can also check the delivery status of all parcels
and courier parcels and letters sent via registered mail on
their own at www.poczta-polska.pl and can make
comments and queries via the hotline. In 2014, the
functionality of the system was further extended by
means of making it possible to track parcels sent via
registered mail and letters with declared value sent
abroad and received from abroad.
Also in 2014, Poczta Polska S.A. introduced a new and
convenient mode of making complaints in the electronic
form via www.ereklamacje.poczta-polska.pl.
A system for serving customers using international
services was also initiated, making it possible to, inter alia,
process queries and complaints 100% online as part of a
Global Customer Service System.
The Rapid Response Procedure, aimed at enhancing the
quality of customer services, also by means of reducing
handling time, was improved at post offices in 2014. The
results of research into customer satisfaction with
handling time at post offices indicate that the relevant
satisfaction level indicator increased from 82% in 2013 to 21)
89% in 2014.
Research into customer satisfaction level indicates that, in
2014, the indicator of customer satisfaction with the
necessary waiting time at Poczta Polska S.A. offices also 22)
systematically improved - it reached 88% in the fourth
quarter of 2014.
The average statistical waiting time before being served at
a postal office was shortened from 3.2 minutes in 2012 to 23)
2.1 minutes in 2014. This change was possible thanks
to, among other things, supplementation of the network
of post offices in cities and a change of their work
organisation, as well as thanks to the introduction and
widespread implementation of a number of facilitations
for customers.
Customers appreciated activation of Self-Service
Commercial Zones, self-service devices, the Electronic
Sender (enabling customers to enter data regarding
parcels to be shipped online), and services available as
part of the Envelo platform (particularly the neostamp
service).
Development of the network of offices
The network of post offices remains one of the most
important assets of Poczta Polska S.A. and has a major
impact on its competitive position on the postal services
market. Poczta Polska S.A. pursues its business activity
using more than 7 500 offices (data as at 31 December
2014).
In 2014, Poczta Polska S.A. continued implementing
changes regarding its network of offices, taking advantage
of the potential of the market, including local markets.
This was directly translated into an improvement of the
availability of postal services and the quality of customer
service and, at the same time, an improvement of the
profitability of the network of offices. Gradually
decreasing demand for conventional letter and financial
services required that the level of profitability be
continuously monitored and that the function of offices
and their location be adjusted to what is needed in view
of what the customers need and in order to improve the
quality of service. If local considerations so required, the
network of Poczta Polska S.A. was also supplemented
with new (additional) customer service points.
21) source: Summary report regarding surveys among Poczta Polska S.A. customers conducted at selected offices of Poczta Polska S.A.in 2013 and 2014.
22) source: Summary report regarding surveys among Poczta Polska S.A. customers conducted at selected offices of Poczta Polska S.A. in 2013 and 2014.
23) source: A study into customer service level conducted using the Mystery Consumer method, Poczta Polska S.A.
Annual Report 2014
Annual Report 201442 43
A new model of the network was implemented in order to
propose an integrated product offer of Poczta Polska
Group to customer and to convert post offices into
modern sales points, sporting new visual image, new
equipment, and new interior design. The transformation
process of offices is combined with a process for creating
new offices and exchanging the existing locations with
ones more convenient to customers - shopping malls and
new residential areas. After such changes, post offices
become more friendly for customers and make it easier
for them to make use of an extensive product range.
By the end of 2014, there were 204 post offices
functioning according to the new-model network. The
network of Poczta Polska is, as of now, the largest postal
network using one sales system and it is suitable for
sending and receiving parcels and proposing an integrated
selection of Poczta Polska Group services to customers;
this is unique on the market. As at the end of 2014, Poczta
Polska had 7 500 offices.
Striving to ensure proper customer service standard - a
goal which is essential if the strategic objectives of the
company are to be achieved - Poczta Polska S.A., in
addition to continuing the process for restructuring its
offices, started a process for making its offices uniform in
business terms and in terms of customer service
standards.
Unification of customer service standards was one of the
types of activity carried out as part of modifying the
service and commercial areas of post offices. In 2014, the
process for shaping the network of offices was initiated.
Its essence was to introduce new standards meeting the
needs and expectations of customers in an optimum way
both in terms of products offered and in terms of the
quality of service provision.
Poczta Polska deems it essential to win a competitive
edge on the market by means of ensuring that postal
services are made available to as many different
consumer groups as possible. By the end of 2014,
300 post offices were modified according to that model.
Poczta Polska S.A., by renovating and modernising the
network of its offices, improves the quality of customer
service and, at the same time, adjusts its offices to the
needs of customer, including the disabled. The entire
network of Poczta Polska S.A. offices is consistent with
statutory requirements pertaining to adjusting them to
the basic needs of the disabled. The company
nevertheless strives to improve its standard of customer
service for disabled customers.
Such activity is appreciated by Fundacja Integracja - one
of the largest Polish organisations occupying itself with
the life of people with disabilities. On the basis of
architectural audits conducted, experts in integration of
the disabled awarded Poczta Polska with certificates
confirming adjustment to the needs of the disabled - 23
post offices of Poczta Polska received such “without
barriers” (”bez barier”) certificates.
As a result of the company’s striving to meet the needs of
customer, in 2014 within the network of Poczta Polska:
• the number of automated, round-the-clock self-service
zones continued to systematically increase. By the end
of that year, customers in Poland had at their disposal
39 self-service zones, open round-the-clock. The scope
of services and functionalities available at such zones is
also being extended,
• the number of self-service commercial zones
increased. The number of such zones at post offices
increased by 140 in 2014. As of now, there are 280
self-service commercial zones,
• the number of points especially designated for selling
insurance and banking products increased. As of now,
there are 800 such points,
• more than 3 000 employees were trained in insurance
intermediation. More than 8 000 employees already
have the right to sell insurance products,
• further 424 currency exchange bureaus were opened.
Customers now have 811 such bureaus at their
disposal.
Making the network available for administrative services
Poczta Polska S.A., diversifying its business activity, made
the network of its offices available also to public
administration services, being the obvious choice of
partner for rendering services to the general public. In
2014, the company, actively playing its part of an
intermediary between the people, the digital world, and
public administration, started several pilot projects.
Social Insurance Institution Machines (ZUSomaty)
Those are a multi-purpose, self-service informational
devices forming a part of ZUS Electronic Service Platform.
They were installed at selected post offices in Gdańsk,
Lublin, Opole, Rzeszów, and Warszawa. Using such
machines, the customers are able, at a post office, to,
among other things, submit a hard copy of any document
and application from within the scope of activity of ZUS,
including insurance documents, and receive a
confirmation of its delivery; make use of ZUS
informational services, particularly the Electronic Service
Platform (ESP) and its functionalities;
trusted profile confirmation
trusted profile is a free-of-charge method of citizen
verification as part of e-government system (including
ePUAP, CEIDG, and ZUS). Thanks to it, a citizen may
handle administrative affairs electronically, by signing in
on www.epuap.gov.pl. In order to make use of this
solution, one has to confirm one’s trusted profile. This can
be done at Poczta Polska S.A. chosen for this
pilot programme;
identity cards from a post office
as part of a pilot cooperation programme with local
government administration in Lublin, citizens were
allowed to submit applications for identity cards at post
offices. Those projects will be continued in 2015.
Annual Report 201442 43
A new model of the network was implemented in order to
propose an integrated product offer of Poczta Polska
Group to customer and to convert post offices into
modern sales points, sporting new visual image, new
equipment, and new interior design. The transformation
process of offices is combined with a process for creating
new offices and exchanging the existing locations with
ones more convenient to customers - shopping malls and
new residential areas. After such changes, post offices
become more friendly for customers and make it easier
for them to make use of an extensive product range.
By the end of 2014, there were 204 post offices
functioning according to the new-model network. The
network of Poczta Polska is, as of now, the largest postal
network using one sales system and it is suitable for
sending and receiving parcels and proposing an integrated
selection of Poczta Polska Group services to customers;
this is unique on the market. As at the end of 2014, Poczta
Polska had 7 500 offices.
Striving to ensure proper customer service standard - a
goal which is essential if the strategic objectives of the
company are to be achieved - Poczta Polska S.A., in
addition to continuing the process for restructuring its
offices, started a process for making its offices uniform in
business terms and in terms of customer service
standards.
Unification of customer service standards was one of the
types of activity carried out as part of modifying the
service and commercial areas of post offices. In 2014, the
process for shaping the network of offices was initiated.
Its essence was to introduce new standards meeting the
needs and expectations of customers in an optimum way
both in terms of products offered and in terms of the
quality of service provision.
Poczta Polska deems it essential to win a competitive
edge on the market by means of ensuring that postal
services are made available to as many different
consumer groups as possible. By the end of 2014,
300 post offices were modified according to that model.
Poczta Polska S.A., by renovating and modernising the
network of its offices, improves the quality of customer
service and, at the same time, adjusts its offices to the
needs of customer, including the disabled. The entire
network of Poczta Polska S.A. offices is consistent with
statutory requirements pertaining to adjusting them to
the basic needs of the disabled. The company
nevertheless strives to improve its standard of customer
service for disabled customers.
Such activity is appreciated by Fundacja Integracja - one
of the largest Polish organisations occupying itself with
the life of people with disabilities. On the basis of
architectural audits conducted, experts in integration of
the disabled awarded Poczta Polska with certificates
confirming adjustment to the needs of the disabled - 23
post offices of Poczta Polska received such “without
barriers” (”bez barier”) certificates.
As a result of the company’s striving to meet the needs of
customer, in 2014 within the network of Poczta Polska:
• the number of automated, round-the-clock self-service
zones continued to systematically increase. By the end
of that year, customers in Poland had at their disposal
39 self-service zones, open round-the-clock. The scope
of services and functionalities available at such zones is
also being extended,
• the number of self-service commercial zones
increased. The number of such zones at post offices
increased by 140 in 2014. As of now, there are 280
self-service commercial zones,
• the number of points especially designated for selling
insurance and banking products increased. As of now,
there are 800 such points,
• more than 3 000 employees were trained in insurance
intermediation. More than 8 000 employees already
have the right to sell insurance products,
• further 424 currency exchange bureaus were opened.
Customers now have 811 such bureaus at their
disposal.
Making the network available for administrative services
Poczta Polska S.A., diversifying its business activity, made
the network of its offices available also to public
administration services, being the obvious choice of
partner for rendering services to the general public. In
2014, the company, actively playing its part of an
intermediary between the people, the digital world, and
public administration, started several pilot projects.
Social Insurance Institution Machines (ZUSomaty)
Those are a multi-purpose, self-service informational
devices forming a part of ZUS Electronic Service Platform.
They were installed at selected post offices in Gdańsk,
Lublin, Opole, Rzeszów, and Warszawa. Using such
machines, the customers are able, at a post office, to,
among other things, submit a hard copy of any document
and application from within the scope of activity of ZUS,
including insurance documents, and receive a
confirmation of its delivery; make use of ZUS
informational services, particularly the Electronic Service
Platform (ESP) and its functionalities;
trusted profile confirmation
trusted profile is a free-of-charge method of citizen
verification as part of e-government system (including
ePUAP, CEIDG, and ZUS). Thanks to it, a citizen may
handle administrative affairs electronically, by signing in
on www.epuap.gov.pl. In order to make use of this
solution, one has to confirm one’s trusted profile. This can
be done at Poczta Polska S.A. chosen for this
pilot programme;
identity cards from a post office
as part of a pilot cooperation programme with local
government administration in Lublin, citizens were
allowed to submit applications for identity cards at post
offices. Those projects will be continued in 2015.
DEV
ELO
PM
ENT
PER
SPEC
TIV
ES A
ND
GO
ALS
O
F P
OC
ZTA
PO
LSK
A U
NTI
L 2
02
0
As e-substitution already touches most areas
of human life and communication,
we have grown accustomed to fast digital
forms of contact. However, nothing as of yet
can replace the sending of a postal package.
Annual Report 201444 45
DEV
ELO
PM
ENT
PER
SPEC
TIV
ES A
ND
GO
ALS
O
F P
OC
ZTA
PO
LSK
A U
NTI
L 2
02
0
As e-substitution already touches most areas
of human life and communication,
we have grown accustomed to fast digital
forms of contact. However, nothing as of yet
can replace the sending of a postal package.
Annual Report 201444 45
e-commerce
Digitization results in changes regarding consumer
behaviours and in customers being more and more
inclined to purchase goods online - 64% of Poles shopped 29)
online in 2014. The e-commerce sector constitutes, as 30)
of now, 2.8% of all retail trading in Poland. The stable
growth of the e-commerce sector in Poland at an average
annual value of 15% will not change until 2020. It is
estimated that by 2020 the value of the e-commerce 31)
market in Poland will have grown to PLN 55-90 billion.
The stable economic situation of Poland until 2020 and
continuous economic growth, particularly in the
e-commerce sector, are decisive for a prognosis regarding
continuous development of the CEP market (average
annual growth at +6%, estimated value in 2020; 32)
PLN 6.6 billion ) and packaged goods logistics
(average annual growth at +9%, estimated value in 2020; 33)
PLN 9.5 billion ).
Globalization
The ties binding the Polish market to the economy of the
world, particularly to markets within the European Union,
are becoming stronger. This will have a positive impact on
the Polish economy and the international trading of goods
and services. In 2014, the volume of export of goods from
Poland increased by 5.2%, reaching EUR 163.1 billion,
while the value of import was EUR 165.6 billion, an 34)
increase of 5.5% in comparison with 2013.
It is expected that such a rate of growth will at least be 35)
maintained in the years to come.
The development of cross-border trading and the
internationalization of markets result in a need to quickly
access goods produced in other countries - this will have a
positive impact on further growth of the international
parcel sector (up to 20% per year). A good indicator of the
significance of this sector is the growing popularity among
Poles of ordering goods online from shops abroad - 13% 36)
of Poles made such a purchase this year. Globalization
will also have an impact on the way in which
competitiveness develops in various segments of the
market and will result in fast spreading of new
technologies and innovative solutions. This will reduce
competitive advantage based on unique technological
solutions.
Consumer behaviour
Comfort and ease of access to goods and services will
have more and more impact on decisions made by
consumers. This will result in customers assigning greater
importance to the possibility of multi-channel
communication ensured by entities operating on the
market and to access to services, both as regards
conventional goods and services and those available
online.
46 47
DEVELOPMENT PERSPECTIVES AND GOALS OF POCZTA POLSKA UNTIL 2020
Key market tendencies in the years to come
24)
25)
26)
27) own study based on UPU data28) own study based on IAB/PwC data
source: data based on a report by GUS: Information society in Poland in 2014
source: data based on a report by GUS: Information society in Poland in 2014
source: Achieving High Performance in the Postal Industry. Accenture Research and Insights 2014
Requirements regarding safety, promptness, and speed of
services rendered by service providers will also grow and
consumers will be less loyal to specific brands. Customers
will also want to take a more active part in product
development and will expect individualised
communication and services. Whether or not a service
provider operates on the basis of a transparent system of
values will be more and more important for consumer
decisions and consumers will pay more attention to CSR
activities.
Tendencies regarding financial services
As a result of e-substitution, the market of conventional
financial services will keep diminishing in size until 2020.
Money transfers via the Internet will become more and
more common, particularly transfers ordered using
mobile devices. This will make the society less inclined to
pay bills by means of a conventional money transfer. Due
to the fact that the society makes use of more and more
banking services, the volume of money transfers as part
of pensions and disability pensions ordered by ZUS will
also decrease. At the same time, the market of insurance
and banking services will steadily develop until 2020. The
average annual increase of the value of the banking
services market in that period will be 5%; as for the 37)
insurance market, the same indicator will be 4%.
Tendencies connected with consolidation of the industry
will affect both of those sectors of economy. Channels for
remote customer services and remote sales will continue
to develop until 2020. At the same time, the market
potential of Poles not using banking services will
determine the possibility of dynamic growth for entities
operating in less urbanized areas.
29)
30)
31)
32) own study based on data from PWC research for Poczta Polska S.A.33) own study based on market data34) source: Ministry of Economy, Assessment of the situation of cross-border trading in 201435) source: Ministry of Economy, Assessment of the situation of cross-border trading in 201436) source: e-commerce in Poland 2015, Gemius37) own study based on data from the Polish Financial Supervision Authority (KNF),
NBP, Eurostat and trade data; http://pl.tradingeconomics.com
IAB Polska digitalSCOPE, Q4’2014; buyers “during the last 6 months”
IAB Polska digitalSCOPE, Q4’2014
based on a study: Internet commerce in Poland in 2014 and a prognosis by BCG
The future of Poczta Polska is shaped by dynamic
tendencies affecting the business environment of the
company and its ability to react to changing purchasing
habits and attitudes of customers. The strategy of Poczta
Polska was prepared in response to key tendencies
regarding technology, legal regulations, economy, and
socio-cultural life.
Digitization
One of the tendencies having the greatest impact on the
postal market and the future of Poczta Polska is the,
broadly understood, digitization of the society. In 2014, 24)
74% of Poles had access to the Internet , 25% of them 25)
owned a smartphone , and more than half of them
shopped online. In the years to come, further spreading
of digital communication tools is to be expected, as well
as greater availability of broadband Internet and an even
deeper penetration of all consumer behaviours by
cutting-edge technologies. At the same time, a significant
portion of the Polish society remains firmly attached to
conventional modes of communication. They will
gradually start using new technological solutions and this
process will require educational and organisational
support, e.g. in the form of making available a physical
network of Internet access points and access to online
services with the assistance of properly qualified advisers.
e-substitution
Digitization causes e-substitution which, in turn, results in
decreasing volumes of conventional letter services (i.e.
paper-based letters) and financial services (cash transfers
and transfers of cash to a bank account). The global effect
of e-substitution was a 5% decrease of the average annual 26)
volume of letters handled by leading postal operators.
As of now, e-substitution is on the rise in Poland, its level
reaching 10% per annum. It is assumed that it will not
slow its pace until 2020 - this means that the value of the
market of conventional correspondence will drop to circa
PLN 1.8 billion.
E-substitution has a lesser impact on advertising
communication. The market of advertising parcels, thanks
to the relations between direct mail tools and electronic
means of communication becoming stronger and
stronger, will increase every year by an average of 2.5% 27)
to reach a value of almost PLN 400 million by 2020.
The Internet advertising market will develop dynamically
until 2020. The average annual increase of the value of
Internet advertising in the period from 2013 to 2020 will
be 10% and the value of this sector of the market will be 28)
PLN 4.7 billion.
Factors threatening conventional letter services are
actually positive for the development of e-services.
Digitization, the social tendency to handle more and more
matters online, progressing informatization of the society,
and, most importantly, the ever-increasing significance of
multi-channel communication are the main factors
rendering e-services more and more popular. An
important catalyst of development in this area is the
policy of the European Union and Poland with regard to
promoting e-government services and electronic
communication as part of relations between citizens and
the state. The fact that the Polish society is differentiated
in terms of, inter alia, access to public services and the
level of digital awareness makes it possible for Poczta
Polska to take up a mission of countering digital exclusion
within the society, in a manner similar to what is
happening in other European countries. Poczta Polska has
predispositions to play that part as it has been appointed
the designated operator for providing universal services
until 2025.
e-services
Annual Report 2014
e-commerce
Digitization results in changes regarding consumer
behaviours and in customers being more and more
inclined to purchase goods online - 64% of Poles shopped 29)
online in 2014. The e-commerce sector constitutes, as 30)
of now, 2.8% of all retail trading in Poland. The stable
growth of the e-commerce sector in Poland at an average
annual value of 15% will not change until 2020. It is
estimated that by 2020 the value of the e-commerce 31)
market in Poland will have grown to PLN 55-90 billion.
The stable economic situation of Poland until 2020 and
continuous economic growth, particularly in the
e-commerce sector, are decisive for a prognosis regarding
continuous development of the CEP market (average
annual growth at +6%, estimated value in 2020; 32)
PLN 6.6 billion ) and packaged goods logistics
(average annual growth at +9%, estimated value in 2020; 33)
PLN 9.5 billion ).
Globalization
The ties binding the Polish market to the economy of the
world, particularly to markets within the European Union,
are becoming stronger. This will have a positive impact on
the Polish economy and the international trading of goods
and services. In 2014, the volume of export of goods from
Poland increased by 5.2%, reaching EUR 163.1 billion,
while the value of import was EUR 165.6 billion, an 34)
increase of 5.5% in comparison with 2013.
It is expected that such a rate of growth will at least be 35)
maintained in the years to come.
The development of cross-border trading and the
internationalization of markets result in a need to quickly
access goods produced in other countries - this will have a
positive impact on further growth of the international
parcel sector (up to 20% per year). A good indicator of the
significance of this sector is the growing popularity among
Poles of ordering goods online from shops abroad - 13% 36)
of Poles made such a purchase this year. Globalization
will also have an impact on the way in which
competitiveness develops in various segments of the
market and will result in fast spreading of new
technologies and innovative solutions. This will reduce
competitive advantage based on unique technological
solutions.
Consumer behaviour
Comfort and ease of access to goods and services will
have more and more impact on decisions made by
consumers. This will result in customers assigning greater
importance to the possibility of multi-channel
communication ensured by entities operating on the
market and to access to services, both as regards
conventional goods and services and those available
online.
46 47
DEVELOPMENT PERSPECTIVES AND GOALS OF POCZTA POLSKA UNTIL 2020
Key market tendencies in the years to come
24)
25)
26)
27) own study based on UPU data28) own study based on IAB/PwC data
source: data based on a report by GUS: Information society in Poland in 2014
source: data based on a report by GUS: Information society in Poland in 2014
source: Achieving High Performance in the Postal Industry. Accenture Research and Insights 2014
Requirements regarding safety, promptness, and speed of
services rendered by service providers will also grow and
consumers will be less loyal to specific brands. Customers
will also want to take a more active part in product
development and will expect individualised
communication and services. Whether or not a service
provider operates on the basis of a transparent system of
values will be more and more important for consumer
decisions and consumers will pay more attention to CSR
activities.
Tendencies regarding financial services
As a result of e-substitution, the market of conventional
financial services will keep diminishing in size until 2020.
Money transfers via the Internet will become more and
more common, particularly transfers ordered using
mobile devices. This will make the society less inclined to
pay bills by means of a conventional money transfer. Due
to the fact that the society makes use of more and more
banking services, the volume of money transfers as part
of pensions and disability pensions ordered by ZUS will
also decrease. At the same time, the market of insurance
and banking services will steadily develop until 2020. The
average annual increase of the value of the banking
services market in that period will be 5%; as for the 37)
insurance market, the same indicator will be 4%.
Tendencies connected with consolidation of the industry
will affect both of those sectors of economy. Channels for
remote customer services and remote sales will continue
to develop until 2020. At the same time, the market
potential of Poles not using banking services will
determine the possibility of dynamic growth for entities
operating in less urbanized areas.
29)
30)
31)
32) own study based on data from PWC research for Poczta Polska S.A.33) own study based on market data34) source: Ministry of Economy, Assessment of the situation of cross-border trading in 201435) source: Ministry of Economy, Assessment of the situation of cross-border trading in 201436) source: e-commerce in Poland 2015, Gemius37) own study based on data from the Polish Financial Supervision Authority (KNF),
NBP, Eurostat and trade data; http://pl.tradingeconomics.com
IAB Polska digitalSCOPE, Q4’2014; buyers “during the last 6 months”
IAB Polska digitalSCOPE, Q4’2014
based on a study: Internet commerce in Poland in 2014 and a prognosis by BCG
The future of Poczta Polska is shaped by dynamic
tendencies affecting the business environment of the
company and its ability to react to changing purchasing
habits and attitudes of customers. The strategy of Poczta
Polska was prepared in response to key tendencies
regarding technology, legal regulations, economy, and
socio-cultural life.
Digitization
One of the tendencies having the greatest impact on the
postal market and the future of Poczta Polska is the,
broadly understood, digitization of the society. In 2014, 24)
74% of Poles had access to the Internet , 25% of them 25)
owned a smartphone , and more than half of them
shopped online. In the years to come, further spreading
of digital communication tools is to be expected, as well
as greater availability of broadband Internet and an even
deeper penetration of all consumer behaviours by
cutting-edge technologies. At the same time, a significant
portion of the Polish society remains firmly attached to
conventional modes of communication. They will
gradually start using new technological solutions and this
process will require educational and organisational
support, e.g. in the form of making available a physical
network of Internet access points and access to online
services with the assistance of properly qualified advisers.
e-substitution
Digitization causes e-substitution which, in turn, results in
decreasing volumes of conventional letter services (i.e.
paper-based letters) and financial services (cash transfers
and transfers of cash to a bank account). The global effect
of e-substitution was a 5% decrease of the average annual 26)
volume of letters handled by leading postal operators.
As of now, e-substitution is on the rise in Poland, its level
reaching 10% per annum. It is assumed that it will not
slow its pace until 2020 - this means that the value of the
market of conventional correspondence will drop to circa
PLN 1.8 billion.
E-substitution has a lesser impact on advertising
communication. The market of advertising parcels, thanks
to the relations between direct mail tools and electronic
means of communication becoming stronger and
stronger, will increase every year by an average of 2.5% 27)
to reach a value of almost PLN 400 million by 2020.
The Internet advertising market will develop dynamically
until 2020. The average annual increase of the value of
Internet advertising in the period from 2013 to 2020 will
be 10% and the value of this sector of the market will be 28)
PLN 4.7 billion.
Factors threatening conventional letter services are
actually positive for the development of e-services.
Digitization, the social tendency to handle more and more
matters online, progressing informatization of the society,
and, most importantly, the ever-increasing significance of
multi-channel communication are the main factors
rendering e-services more and more popular. An
important catalyst of development in this area is the
policy of the European Union and Poland with regard to
promoting e-government services and electronic
communication as part of relations between citizens and
the state. The fact that the Polish society is differentiated
in terms of, inter alia, access to public services and the
level of digital awareness makes it possible for Poczta
Polska to take up a mission of countering digital exclusion
within the society, in a manner similar to what is
happening in other European countries. Poczta Polska has
predispositions to play that part as it has been appointed
the designated operator for providing universal services
until 2025.
e-services
Annual Report 2014
48 49
Development goals and perspectives of Poczta Polska S.A. for 2015
Strategic objectives set for a period until 2017 include
continued development of Poczta Polska Group
profitability and an increase of customer satisfaction
level. Assuming the customer’s perspective results in
strategic changes regarding the company and provides it
with a valid point of reference for determining whether or
not its transformation was successful. This year is another
year after the liberalisation of the postal market in
Poland. Poland was the first country in Europe to organise
a contest of the Office of Electronic Communications for
choosing the operator for the next 10 years. This decision
is important in view of the future of Poczta Polska S.A.,
particularly on the conventional communication market.
Poczta Polska was awarded 210 (out of 220 possible)
points in the contest.
As far as business development is concerned Poczta
Polska S.A. will, in 2015, take steps aimed at developing
key business areas. The most important area for the
development of the entire Poczta Polska Group and the
company itself is CEP. The company’s priorities will
include creating a value chain for e-commerce and
adjusting its offer of courier and parcel services to the
constant changes affecting the market. As far as letter
services are concerned, Poczta Polska S.A. will face a
major challenge connected with the tender for handling
the correspondence of courts and prosecutor’s offices.
One of the main objectives of Poczta Polska S.A. is
developing banking and insurance services. This is why in
2015, using its well-developed financial services sales
network, the company will take steps aimed at improving
sales efficiency. The offer of banking and insurance
services will be extended - life insurance from Pocztowe
Towarzystwo Ubezpieczeń na Życie will be made available
which will, in the long-term perspective, contribute to
increasing the value of Poczta Polska Group.
In 2015 Poczta Polska S.A. will develop the commercial
activity within the network of its offices by means of
developing self-service commercial zones and adjusting
the range of products offered to the needs of customers.
The planned increase of revenues from commercial
activity will result in improved profitability of the network
of offices.
In 2015, the company will continue to intensively
modernize its network of offices. By the end of 2015, it is
planned that Poczta Polska S.A. customers will have
around 330 post offices consistent with the new model of
the network at their disposal.
Factors affecting the development of Poczta Polska Group
MULTI-CHANNEL AVAILABILITY
- the best physical, mobile, and Internet availability for private
customers
UNIQUE KNOWLEDGE OF CUSTOMERS
- we know the needs of our customers and
the challenges they face
PROFILED OFFER FOR CUSTOMERS
- simple and common offer for private customers,
especially prepared offer for business
customers
DEVELOPMENT OF PRODUCTS
AND DISTRIBUTION CHANNELS
- always taking the needs of
customers into account
HIGH EFFECTIVENESS AND EFFICIENCY
OF THE ORGANISATION - processes and organisation
optimized in terms of service provision
to customers
The strategy of Poczta Polska accepted by the
Management Board in December 2014 is the company’s
reaction to the changing business environment of the
company and, most importantly, to a material increase of
e-substitution of conventional letter services in Poland.
The future of Poczta Polska S.A. is first and foremost
related to the parcel and courier services sector whose
necessary supplement are logistical services. The vision of
Poczta Polska Group assumes that the entire e-customer
value chain will be handled.
Poczta Polska Group will compensate for the unavoidable
losses of revenues from conventional letter and financial
services also by means of developing banking and
insurance services, electronic services, advertising
services, commercial activity, and network services.
Factors having a decisive impact on the stable
development of the Group and the company itself include
the trust customers put in the brand and the possibility of
multi-channel access to private customers. This makes
Poczta Polska a unique intermediary between business
partners and between private customers and state
administration.
Annual Report 2014
The number of private customers making use of Poczta Polska services because of its comprehensive offer
and unique availability makes Poczta Polska an attractive partner
for business customers.
Brand trust, comprehensive offer (including access to services
rendered by other entities) and the multi-channel model of
communication make Poczta Polska an attractive service provider for
private customers.
FOR BUSINESS CUSTOMERS to
private customers and small and medium-sized
companies.
POCZTA POLSKA IS THE ONLY
OPERATOR TO OFFER safe,
integrated, and multi-channel
access for
PRIVATE CUSTOMERS to universal and mass services.
CUSTOMER-FOCUSED ACTIVITY
- we always act taking the customer’s
perspective into account
48 49
Development goals and perspectives of Poczta Polska S.A. for 2015
Strategic objectives set for a period until 2017 include
continued development of Poczta Polska Group
profitability and an increase of customer satisfaction
level. Assuming the customer’s perspective results in
strategic changes regarding the company and provides it
with a valid point of reference for determining whether or
not its transformation was successful. This year is another
year after the liberalisation of the postal market in
Poland. Poland was the first country in Europe to organise
a contest of the Office of Electronic Communications for
choosing the operator for the next 10 years. This decision
is important in view of the future of Poczta Polska S.A.,
particularly on the conventional communication market.
Poczta Polska was awarded 210 (out of 220 possible)
points in the contest.
As far as business development is concerned Poczta
Polska S.A. will, in 2015, take steps aimed at developing
key business areas. The most important area for the
development of the entire Poczta Polska Group and the
company itself is CEP. The company’s priorities will
include creating a value chain for e-commerce and
adjusting its offer of courier and parcel services to the
constant changes affecting the market. As far as letter
services are concerned, Poczta Polska S.A. will face a
major challenge connected with the tender for handling
the correspondence of courts and prosecutor’s offices.
One of the main objectives of Poczta Polska S.A. is
developing banking and insurance services. This is why in
2015, using its well-developed financial services sales
network, the company will take steps aimed at improving
sales efficiency. The offer of banking and insurance
services will be extended - life insurance from Pocztowe
Towarzystwo Ubezpieczeń na Życie will be made available
which will, in the long-term perspective, contribute to
increasing the value of Poczta Polska Group.
In 2015 Poczta Polska S.A. will develop the commercial
activity within the network of its offices by means of
developing self-service commercial zones and adjusting
the range of products offered to the needs of customers.
The planned increase of revenues from commercial
activity will result in improved profitability of the network
of offices.
In 2015, the company will continue to intensively
modernize its network of offices. By the end of 2015, it is
planned that Poczta Polska S.A. customers will have
around 330 post offices consistent with the new model of
the network at their disposal.
Factors affecting the development of Poczta Polska Group
MULTI-CHANNEL AVAILABILITY
- the best physical, mobile, and Internet availability for private
customers
UNIQUE KNOWLEDGE OF CUSTOMERS
- we know the needs of our customers and
the challenges they face
PROFILED OFFER FOR CUSTOMERS
- simple and common offer for private customers,
especially prepared offer for business
customers
DEVELOPMENT OF PRODUCTS
AND DISTRIBUTION CHANNELS
- always taking the needs of
customers into account
HIGH EFFECTIVENESS AND EFFICIENCY
OF THE ORGANISATION - processes and organisation
optimized in terms of service provision
to customers
The strategy of Poczta Polska accepted by the
Management Board in December 2014 is the company’s
reaction to the changing business environment of the
company and, most importantly, to a material increase of
e-substitution of conventional letter services in Poland.
The future of Poczta Polska S.A. is first and foremost
related to the parcel and courier services sector whose
necessary supplement are logistical services. The vision of
Poczta Polska Group assumes that the entire e-customer
value chain will be handled.
Poczta Polska Group will compensate for the unavoidable
losses of revenues from conventional letter and financial
services also by means of developing banking and
insurance services, electronic services, advertising
services, commercial activity, and network services.
Factors having a decisive impact on the stable
development of the Group and the company itself include
the trust customers put in the brand and the possibility of
multi-channel access to private customers. This makes
Poczta Polska a unique intermediary between business
partners and between private customers and state
administration.
Annual Report 2014
The number of private customers making use of Poczta Polska services because of its comprehensive offer
and unique availability makes Poczta Polska an attractive partner
for business customers.
Brand trust, comprehensive offer (including access to services
rendered by other entities) and the multi-channel model of
communication make Poczta Polska an attractive service provider for
private customers.
FOR BUSINESS CUSTOMERS to
private customers and small and medium-sized
companies.
POCZTA POLSKA IS THE ONLY
OPERATOR TO OFFER safe,
integrated, and multi-channel
access for
PRIVATE CUSTOMERS to universal and mass services.
CUSTOMER-FOCUSED ACTIVITY
- we always act taking the customer’s
perspective into account
50 51
Investments in development in 2014
Capital expenditure in 2014
The most important investments in property in 2014
Investment plans for the nearest future
In 2014, Poczta Polska S.A. achieved the investment
budget it had prepared, focusing on tasks following from
the company’s strategic priorities related to logistics,
informatization, and its network of post offices.
Modifications regarding investment procedures started in
2012 made it possible to further improve the efficiency of
the entire investment process.
Capital expenditure on property and intangible property 38)
in 2014 amounted to PLN 230.6 million in line with the
following structure:
regarding logistics (postal logistics and transport system)
• 8 machines for sorting letters were purchased and
activated in 5 locations: at distribution and sorting
centres (WER) in Warsaw - 3 machines, in Zabrze -
2 machines, and in Wrocław, Pruszcz Gdański,
and Lisi Ogon - 1 machine each;
• the following were obtained by means of leasing:
320 all-purpose vehicles (lorries) with total permitted
load of 3.5 tonne, 85 specialised vehicles for
transporting valuable materials (armoured carriers),
and 54 all-purpose vehicles (lorries) with permitted
load of more than 3.5 tonne - as a result of this, by the
end of 2014, the age of 2/3 of vehicles at the disposal
of Poczta Polska S.A. was less than 4 years which had
a material impact on reducing the costs of transport;
what is more, more than 70% of Poczta Polska S.A.
vehicles is consistent with European exhaust fumes
emission standards, at least EURO5, which reduces
negative impact on the natural environment and is
consistent with the company’s corporate social
responsibility activities;
IT investments:
• Poczta Polska S.A. informatization plan for 2014-2018
was introduced, reflecting the operating activity
carried out on the basis of the company’s strategy
accepted and its informatization strategy. Such IT
activity resulted, close to the end of 2014, in:
- modification of key business systems, e.g.
Poczta 2000, including its modules, FinPost, ZST,
- implementation of a platform for IT processes
management, a system for self-service fuel
tanking at POL gas stations, a system for
monitoring network events - IPS, a system for
transport management - miniTMS, and a system
for file processing and exchange, including its
integration with mass printing systems,
- purchasing IT equipment for structural units of
Poczta Polska S.A., i.e. PCs, notebooks, active
devices for LAN, radio scanners for the ZST
system;
Investment priorities of the company for the years to
come:
logistics:
• performance of investment processes for new sorting
stations and modernisation and adjustment of sorting
and distribution centre (WER) facilities,
• procuring further lorries of load-bearing capacity up to
and more than 3.5 tonnes and armoured carriers;
informatization:
• continuing activity aimed at effectively supporting
business objectives of Poczta Polska S.A. and
implementing its IT-related strategy by means of:
- development and modification of key business
systems, i.e. the window system, ZST
system and systems for supporting the provision
of financial services,
- developing an Electronic Document
Circulation System;
sales network (postal network and technical security of
facilities):
adjusting further post offices to the new network
model, some of them sporting 24/7 self-service zones,
• opening Postal Financial Zones at further post offices
for rendering banking and insurance services.
•
as regard the sales network (postal network and
technical security of facilities):
• opening of 152 post offices remodelled according to
the new standard applicable to their network,
• 244 Postal Financial Zones opened at post offices,
• 24/7 zones opened at 30 post offices,
• 75 post offices adjusted and modernised;
modernisation of the heating system of 34 facilities.
38) the value indicated also includes licence fee instalments to be paid in 2015-2016
logistics (postal logistics and transport system)
informatization
sales network (postal network and technical security of facilities)
35%
44% 21%
Annual Report 2014
50 51
Investments in development in 2014
Capital expenditure in 2014
The most important investments in property in 2014
Investment plans for the nearest future
In 2014, Poczta Polska S.A. achieved the investment
budget it had prepared, focusing on tasks following from
the company’s strategic priorities related to logistics,
informatization, and its network of post offices.
Modifications regarding investment procedures started in
2012 made it possible to further improve the efficiency of
the entire investment process.
Capital expenditure on property and intangible property 38)
in 2014 amounted to PLN 230.6 million in line with the
following structure:
regarding logistics (postal logistics and transport system)
• 8 machines for sorting letters were purchased and
activated in 5 locations: at distribution and sorting
centres (WER) in Warsaw - 3 machines, in Zabrze -
2 machines, and in Wrocław, Pruszcz Gdański,
and Lisi Ogon - 1 machine each;
• the following were obtained by means of leasing:
320 all-purpose vehicles (lorries) with total permitted
load of 3.5 tonne, 85 specialised vehicles for
transporting valuable materials (armoured carriers),
and 54 all-purpose vehicles (lorries) with permitted
load of more than 3.5 tonne - as a result of this, by the
end of 2014, the age of 2/3 of vehicles at the disposal
of Poczta Polska S.A. was less than 4 years which had
a material impact on reducing the costs of transport;
what is more, more than 70% of Poczta Polska S.A.
vehicles is consistent with European exhaust fumes
emission standards, at least EURO5, which reduces
negative impact on the natural environment and is
consistent with the company’s corporate social
responsibility activities;
IT investments:
• Poczta Polska S.A. informatization plan for 2014-2018
was introduced, reflecting the operating activity
carried out on the basis of the company’s strategy
accepted and its informatization strategy. Such IT
activity resulted, close to the end of 2014, in:
- modification of key business systems, e.g.
Poczta 2000, including its modules, FinPost, ZST,
- implementation of a platform for IT processes
management, a system for self-service fuel
tanking at POL gas stations, a system for
monitoring network events - IPS, a system for
transport management - miniTMS, and a system
for file processing and exchange, including its
integration with mass printing systems,
- purchasing IT equipment for structural units of
Poczta Polska S.A., i.e. PCs, notebooks, active
devices for LAN, radio scanners for the ZST
system;
Investment priorities of the company for the years to
come:
logistics:
• performance of investment processes for new sorting
stations and modernisation and adjustment of sorting
and distribution centre (WER) facilities,
• procuring further lorries of load-bearing capacity up to
and more than 3.5 tonnes and armoured carriers;
informatization:
• continuing activity aimed at effectively supporting
business objectives of Poczta Polska S.A. and
implementing its IT-related strategy by means of:
- development and modification of key business
systems, i.e. the window system, ZST
system and systems for supporting the provision
of financial services,
- developing an Electronic Document
Circulation System;
sales network (postal network and technical security of
facilities):
adjusting further post offices to the new network
model, some of them sporting 24/7 self-service zones,
• opening Postal Financial Zones at further post offices
for rendering banking and insurance services.
•
as regard the sales network (postal network and
technical security of facilities):
• opening of 152 post offices remodelled according to
the new standard applicable to their network,
• 244 Postal Financial Zones opened at post offices,
• 24/7 zones opened at 30 post offices,
• 75 post offices adjusted and modernised;
modernisation of the heating system of 34 facilities.
38) the value indicated also includes licence fee instalments to be paid in 2015-2016
logistics (postal logistics and transport system)
informatization
sales network (postal network and technical security of facilities)
35%
44% 21%
Annual Report 2014
Our Warsaw sorting station is one of
the largest and most modern postal
terminals in the Central and Eastern
Europe. It guarantees accuracy,
promptness, and safety of postal
circulation for all.
STR
UC
TUR
AL
DEV
ELO
PM
ENT
52 53 Annual Report 2014
Our Warsaw sorting station is one of
the largest and most modern postal
terminals in the Central and Eastern
Europe. It guarantees accuracy,
promptness, and safety of postal
circulation for all.
STR
UC
TUR
AL
DEV
ELO
PM
ENT
52 53 Annual Report 2014
STRUCTURAL DEVELOPMENT
Structure of Poczta Polska S.A.
Employment status and structure
Poczta Polska S.A. is a network company, owning one of
the largest customer service point networks in Poland,
including post offices, branches of post offices, postal
agencies (for private customers and mass customers),
and postal points (for mass customers).
As at 31 December 2014, the company had 7 500 post
offices (own offices and postal agencies), including 3 995
offices in cities and 3 532 offices in rural areas.
Number of post offices
In 2014, Poczta Polska S.A. achieved all indicators of
universal service availability defined in the Regulation of
the Minister of Administration and Digitization of 29 April
2013 on the conditions for performing the universal
services by the designated operator, including the
requirement stating that there should be at least one post
office in every commune (gmina).
Annual Report 201454
In December 2013, the Human Resources Management
Policy within the Organisation for 2014-2018 was
accepted. Said document defines, among other things,
employment optimization in particular years, the level of
employment necessary for meeting the company’s goals
and maintaining a stable position on the liberalised
market of postal services.
The company’s level of employment is continuously
adjusted to the situation on the market, taking the needs
of customers and social tendencies into account, i.e.
taking a marked decrease in volume of conventional
postal services. In 2014, the principles of the Policy
regarding developing strategic competence of employees,
improving the efficiency of human resources usage, and
employment structure reorganisation were implemented.
Employment and Voluntary Resignation Programme
Continuing a programme for restructuring the company
started in 2012, the company further optimised processes
carried out as part of particular areas of activity, making it
possible to reduce employment in all employee groups.
Average (annual) employment ratio in 2014 was
79 471.1 full-time jobs, i.e. a decrease of
3 996.7 full-time jobs (4.79%) in comparison with 2013.
Employment was reduced the most in the “management”
group (by 6.82%) and the “functional back-office” group
(by 6.17%).
In order to counter the negative social consequences of
Poczta Polska S.A. restructuring activity, the management
of Poczta Polska S.A. in 2014 closely adhered to a staff
policy based on a Voluntary Resignation Programme.
Subsequent rounds of that Programme made it possible
to meet the 2014 staff policy goals regarding employment
optimisation. 4 436 people (4 247.34 full-time jobs) made
use of the Voluntary Resignation Programme in 2014.
Training and development projects
In 2014, development projects consistent with the
accepted strategic development principles of the
company were carried out, supporting key competence
areas such as business orientation, making the sales
process more active, customer service, and quality of
service provision.
In 2014, employee development projects were carried out
in many forms:
• more than 11 thousand people (i.e. 12.5% of the
overall number of people trained) took part in
e-learning training sessions,
• direct training:
- internal training system - internal trainers
conducted training sessions for more than
50 thousand people, i.e. 54% of the overall
number of people trained;
- external training system - training companies
conducted training sessions for more than
30 thousand people, i.e. 33% of the overall
number of people trained.
55
STRUCTURAL DEVELOPMENT
Structure of Poczta Polska S.A.
Employment status and structure
Poczta Polska S.A. is a network company, owning one of
the largest customer service point networks in Poland,
including post offices, branches of post offices, postal
agencies (for private customers and mass customers),
and postal points (for mass customers).
As at 31 December 2014, the company had 7 500 post
offices (own offices and postal agencies), including 3 995
offices in cities and 3 532 offices in rural areas.
Number of post offices
In 2014, Poczta Polska S.A. achieved all indicators of
universal service availability defined in the Regulation of
the Minister of Administration and Digitization of 29 April
2013 on the conditions for performing the universal
services by the designated operator, including the
requirement stating that there should be at least one post
office in every commune (gmina).
Annual Report 201454
In December 2013, the Human Resources Management
Policy within the Organisation for 2014-2018 was
accepted. Said document defines, among other things,
employment optimization in particular years, the level of
employment necessary for meeting the company’s goals
and maintaining a stable position on the liberalised
market of postal services.
The company’s level of employment is continuously
adjusted to the situation on the market, taking the needs
of customers and social tendencies into account, i.e.
taking a marked decrease in volume of conventional
postal services. In 2014, the principles of the Policy
regarding developing strategic competence of employees,
improving the efficiency of human resources usage, and
employment structure reorganisation were implemented.
Employment and Voluntary Resignation Programme
Continuing a programme for restructuring the company
started in 2012, the company further optimised processes
carried out as part of particular areas of activity, making it
possible to reduce employment in all employee groups.
Average (annual) employment ratio in 2014 was
79 471.1 full-time jobs, i.e. a decrease of
3 996.7 full-time jobs (4.79%) in comparison with 2013.
Employment was reduced the most in the “management”
group (by 6.82%) and the “functional back-office” group
(by 6.17%).
In order to counter the negative social consequences of
Poczta Polska S.A. restructuring activity, the management
of Poczta Polska S.A. in 2014 closely adhered to a staff
policy based on a Voluntary Resignation Programme.
Subsequent rounds of that Programme made it possible
to meet the 2014 staff policy goals regarding employment
optimisation. 4 436 people (4 247.34 full-time jobs) made
use of the Voluntary Resignation Programme in 2014.
Training and development projects
In 2014, development projects consistent with the
accepted strategic development principles of the
company were carried out, supporting key competence
areas such as business orientation, making the sales
process more active, customer service, and quality of
service provision.
In 2014, employee development projects were carried out
in many forms:
• more than 11 thousand people (i.e. 12.5% of the
overall number of people trained) took part in
e-learning training sessions,
• direct training:
- internal training system - internal trainers
conducted training sessions for more than
50 thousand people, i.e. 54% of the overall
number of people trained;
- external training system - training companies
conducted training sessions for more than
30 thousand people, i.e. 33% of the overall
number of people trained.
55
56 57
Main areas of professional development supported by the
company and targeted at crucial employee groups were:
management competencies and sales competencies. Such
support included:
• managers of functional structural units took part in
two types of training: Team Management
(3.8 thousand of people) and Organisation of Own
and Team’s Work (2.8 thousand of people).
• employees handling retail sales to customers at post
offices took part in training sessions pertaining to
Active Sale (4.4 thousand of people), Professional
Customer Service (4 thousand of people), Active Sale
of CEP Services (8 thousand of people) and in
workshops regarding insurance and financial products
(6.8 thousand of people).
• employees of commercial divisions took part in
training sessions for supporting sales (1.7 thousand of
people).
Additionally, more than 11 thousand of people took part
in e-learning training sessions regarding the assortment of
postal, banking, and insurance services.
In order to improve the quality and efficiency of training
conducted by internal trainers, training sessions aimed at
improving practical trainer skills were conducted - more
than 250 people took part in them.
Training sessions aimed at improving the efficiency of
projects conducted within the company were also carried
out (mostly training sessions regarding project
management methodology). Those supported the
implementation of the Lean Sigma programme and
trainings in the 5-S methodology. A total of 800 people
took part in such training.
In 2014, a series of workshops for supporting inter-team
cooperation and effective communication was organised
on the basis of the EXTENDE DISC model which was, until
that time, used in recruitment. 1.5 thousand employees
took part in such workshops, including 800 employees of
the PIT department for whom those workshops were a
part of the process supporting the transformation of the
organisation’s IT. In 2014, programmes for professional
adjustment for crucial employee groups of the company
were introduced.
Dialogue between the employer and the society
By the end of 2014, there were 73 trade union
organisations active within the company, including two
representative organisations (Związek Zawodowy
Pracowników Poczty and Organizacja Międzyzakładowa
NSZZ “Solidarność” Pracowników Poczty Polskiej).
Trade unions are very important as far as social dialogue
within the company is concerned and, consequently, also
in shaping social workplace relations.
The management board of the company deems dialogue
and establishment of mutual relations with social
partners important. This is why the company organises
meetings with the social party on a regular basis to
discuss matters which are pressing at a given time and
important for the employer and employees alike.
Intensive dialogue takes place both at the level of the
company’s management board and in territorial units -
in Network Regions and Logistical Operations Division -
as part of systematically organised monthly meetings.
Such meetings have reduced the number and scope of
disputed areas and have contributed to finding solutions
to problems. This was particularly important in view of
the presence of many trade unions within the company.
TIn 2014, the subjects of negotiations and discussions
with Social Partners included strategic development
directions, organisational changes, the economic and
financial situation of the company, the remuneration
fund, planned investments, and planned changes to the
company’s prescriptive documents (the Collective Labour
Agreement and Bonus Regulations). In 2014, 52 meetings
with representatives of the company’s central office and
regional offices took place.
The shaping of proper social relations depends on the
presence of transparent and systematic communication
between the employer and employees of the company
effected by means of, inter alia, intranet, forums, and
chats. In 2014, this was an important part of establishing
lasting and transparent relations and creating an
atmosphere of trust which contribute to greater business
benefits reaped by the company in connection with the
innovativeness of its human resources.
New principles regarding remuneration and bonuses
The staff policy of Poczta Polska S.A. assumes ordering
matters regarding remuneration and incentives for
employees, i.e. introducing an effective remuneration
system supporting the implementation of strategy and
having a positive impact on improving the company’s
profitability. Due to the foregoing, activity aimed at
developing a “product” including three basic elements:
a modern remuneration system, a system for awarding
bonuses, and a system of fringe benefits was started in
2012.
On 19 December 2014, as a result of negotiations with
representatives of company trade unions, key principles
regarding remuneration and awarding bonuses were
agreed-upon. During subsequent intensive meetings in
January and February 2015, the wording of the Collective
Labour Agreement, Additional Collective Agreement, and
Bonus Regulations were negotiated. On 18 March 2015,
the new Collective Labour Agreement and bonus
regulations were signed. The Labour Inspection registered
the new Collective Labour Agreement at the beginning of
July 2015. Throughout the entire discussion process,
a total of 13 negotiation meetings took place, most
of them in the form of talks spanning several days.
As negotiations progressed, an informational campaign
for employees of Poczta Polska, conducted via intranet,
the Poczta Polska magazine, its forums, and chats, was
being prepared.
Structure of training budget in 2013
31%
30%
19%
16%
4%
42%
21%
17%18%
2%
Management Academy
Bu
sin
ess
trip
s
Bu
sin
ess
trip
s
Man
dat
ory
tr
ain
ing
Man
dat
ory
tr
ain
ing
Sch
oo
l ed
uca
tio
n
Sch
oo
l ed
uca
tio
n
Sales Academy
Specialist Academy
Language Academy
Other
9%
4%
18%
22%
14%
6%
Annual Report 2014
Structure of training budget in 2014
56 57
Main areas of professional development supported by the
company and targeted at crucial employee groups were:
management competencies and sales competencies. Such
support included:
• managers of functional structural units took part in
two types of training: Team Management
(3.8 thousand of people) and Organisation of Own
and Team’s Work (2.8 thousand of people).
• employees handling retail sales to customers at post
offices took part in training sessions pertaining to
Active Sale (4.4 thousand of people), Professional
Customer Service (4 thousand of people), Active Sale
of CEP Services (8 thousand of people) and in
workshops regarding insurance and financial products
(6.8 thousand of people).
• employees of commercial divisions took part in
training sessions for supporting sales (1.7 thousand of
people).
Additionally, more than 11 thousand of people took part
in e-learning training sessions regarding the assortment of
postal, banking, and insurance services.
In order to improve the quality and efficiency of training
conducted by internal trainers, training sessions aimed at
improving practical trainer skills were conducted - more
than 250 people took part in them.
Training sessions aimed at improving the efficiency of
projects conducted within the company were also carried
out (mostly training sessions regarding project
management methodology). Those supported the
implementation of the Lean Sigma programme and
trainings in the 5-S methodology. A total of 800 people
took part in such training.
In 2014, a series of workshops for supporting inter-team
cooperation and effective communication was organised
on the basis of the EXTENDE DISC model which was, until
that time, used in recruitment. 1.5 thousand employees
took part in such workshops, including 800 employees of
the PIT department for whom those workshops were a
part of the process supporting the transformation of the
organisation’s IT. In 2014, programmes for professional
adjustment for crucial employee groups of the company
were introduced.
Dialogue between the employer and the society
By the end of 2014, there were 73 trade union
organisations active within the company, including two
representative organisations (Związek Zawodowy
Pracowników Poczty and Organizacja Międzyzakładowa
NSZZ “Solidarność” Pracowników Poczty Polskiej).
Trade unions are very important as far as social dialogue
within the company is concerned and, consequently, also
in shaping social workplace relations.
The management board of the company deems dialogue
and establishment of mutual relations with social
partners important. This is why the company organises
meetings with the social party on a regular basis to
discuss matters which are pressing at a given time and
important for the employer and employees alike.
Intensive dialogue takes place both at the level of the
company’s management board and in territorial units -
in Network Regions and Logistical Operations Division -
as part of systematically organised monthly meetings.
Such meetings have reduced the number and scope of
disputed areas and have contributed to finding solutions
to problems. This was particularly important in view of
the presence of many trade unions within the company.
TIn 2014, the subjects of negotiations and discussions
with Social Partners included strategic development
directions, organisational changes, the economic and
financial situation of the company, the remuneration
fund, planned investments, and planned changes to the
company’s prescriptive documents (the Collective Labour
Agreement and Bonus Regulations). In 2014, 52 meetings
with representatives of the company’s central office and
regional offices took place.
The shaping of proper social relations depends on the
presence of transparent and systematic communication
between the employer and employees of the company
effected by means of, inter alia, intranet, forums, and
chats. In 2014, this was an important part of establishing
lasting and transparent relations and creating an
atmosphere of trust which contribute to greater business
benefits reaped by the company in connection with the
innovativeness of its human resources.
New principles regarding remuneration and bonuses
The staff policy of Poczta Polska S.A. assumes ordering
matters regarding remuneration and incentives for
employees, i.e. introducing an effective remuneration
system supporting the implementation of strategy and
having a positive impact on improving the company’s
profitability. Due to the foregoing, activity aimed at
developing a “product” including three basic elements:
a modern remuneration system, a system for awarding
bonuses, and a system of fringe benefits was started in
2012.
On 19 December 2014, as a result of negotiations with
representatives of company trade unions, key principles
regarding remuneration and awarding bonuses were
agreed-upon. During subsequent intensive meetings in
January and February 2015, the wording of the Collective
Labour Agreement, Additional Collective Agreement, and
Bonus Regulations were negotiated. On 18 March 2015,
the new Collective Labour Agreement and bonus
regulations were signed. The Labour Inspection registered
the new Collective Labour Agreement at the beginning of
July 2015. Throughout the entire discussion process,
a total of 13 negotiation meetings took place, most
of them in the form of talks spanning several days.
As negotiations progressed, an informational campaign
for employees of Poczta Polska, conducted via intranet,
the Poczta Polska magazine, its forums, and chats, was
being prepared.
Structure of training budget in 2013
31%
30%
19%
16%
4%
42%
21%
17%18%
2%
Management Academy
Bu
sin
ess
trip
s
Bu
sin
ess
trip
s
Man
dat
ory
tr
ain
ing
Man
dat
ory
tr
ain
ing
Sch
oo
l ed
uca
tio
n
Sch
oo
l ed
uca
tio
n
Sales Academy
Specialist Academy
Language Academy
Other
9%
4%
18%
22%
14%
6%
Annual Report 2014
Structure of training budget in 2014
We provide comprehensive handling services of
postal parcels. Our job brings us a lot of
satisfaction - we are, after all, acting as an
intermediary for people settling their everyday
important matters. AC
TIV
ITY
OF
PO
CZT
A P
OLS
KA
FO
R
THE
BEN
EFIT
OF
THE
ENV
IRO
NM
ENT
58 59Annual Report 2014
We provide comprehensive handling services of
postal parcels. Our job brings us a lot of
satisfaction - we are, after all, acting as an
intermediary for people settling their everyday
important matters. AC
TIV
ITY
OF
PO
CZT
A P
OLS
KA
FO
R
THE
BEN
EFIT
OF
THE
ENV
IRO
NM
ENT
58 59Annual Report 2014
ACTIVITY OF POCZTA POLSKA FOR THE BENEFIT OF THE ENVIRONMENT
Implementation of corporatesocial responsibility principles
CSR 2014 - a detailed description of projects prepared especially for employees, customers, society, and the natural environment:
Economic education
Articles about economy, including ones about
interpretation of financial performance of the company
and reasonable household budget management, were
published in the company’s intranet. A series of regional
meetings entitled “Where does money come from in
Poczta Polska?” was also organised. It pertained to the
postal services market and the company’s financial
performance.
During systematically organised meetings, employees
learned about the services which were the most
profitable to Poczta Polska and the way in which their
work influences the financial performance and profits of
the company. Managerial staff managing post offices took
part in such meetings, as well as representatives of
employees.
Promotion of voluntary employee activity
Due to high employee interest in voluntary activity, the
company has created a network of regional voluntary
activity coordinators. 15 coordinators support the
company in spreading information about and initiating
pro-social activity among employees in all of Poland.
Up until now, regional coordinators have organised
10 collections, a charitable picnic, and an initiative
promoting blood donation. Poczta Polska managers have
also become involved in promoting voluntary activity -
they renovated a post office and took part in collection of
Christmas presents for children from children’s home no.
4 in Warsaw. There were informational articles about
voluntary employee activity in the intranet and the Poczta
Polska magazine. Initially, a study into employee interest
in voluntary activity was conducted. 1 012 employees
took part in it and more than 800 of them declared their
willingness to become involved in voluntary employee
activity.
Innovative Postal Services (”Innowacyjna Poczta”)
This is a contest for employees as part of which they can
propose projects facilitating and simplifying everyday
work. The best of such ideas are rewarded and
implemented. The contest has been going on since 2011
and it took on the form of themed editions in 2014.
Last year, six editions of the contest were organised, their
themes including initiatives supporting the
implementation of the Challenges affecting the growth of
Poczta Polska S.A. in 2014.
60 61
EMPLOYEES EMPLOYEES
Postal Jogging Enthusiasts - Sports Parcel
(Pocztowa Grupa Biegowa Sportowa Paczka (PBG))
This is a group of people keen on jogging and leading an
active life. In 2013, a special zone was opened for PGB in
the intranet, making it possible for members of the group
to exchange information about jogging. In 2014, this zone
was reorganised and new functionalities were added to it.
As of now, the website contains, among other things, useful
suggestions and guidelines, a calendar of marathons and
jogging events, as well as other information shared by
joggers. The platform is interactive.- all people who would
like to share their jogging-related experiences, tell others
about jogging routes, share suggestions or photos taken
during marathons can send such materials to a special
mailbox. The PGB Zone currently has 255 members. Since
2014, Poczta Polska S.A. also pays participation fees for
joggers in exchange for representing the company during
the event. During the last three years, the company has
also organised the President’s Cup Run (Bieg o Puchar
Prezesa) three times. The event is becoming more and
more popular.
EMPLOYEES
EMPLOYEES
Since 2013, CSR projects are carried out within the
company in line with the “CSR Strategy for 2014-2017.”
According to the CSR strategy, there are two priorities for
2014: voluntary employee activity and economic
education. In addition to focusing on its priorities, the
company continued the activity it started in previous
years and initiated projects concerning four areas:
employees, customers, society, and the natural
environment.
In 2014, Poczta Polska S.A. organised its first all-Poland
educational project for, inter alia, people employed at
structural units generating revenue. Its objective was to
present financial matters demonstrating the relations
between a company’s financial performance and the
principles for remunerating employees it uses.
Educational activity was organised in such manner as to
make it consistent with the CSR strategy of the company
and its business strategy. It was aimed at developing the
economic awareness of employees. They gained
knowledge useful in both their private and professional
lives. It will help them to understand the reality around
them and to make informed financial decisions.
Multisport Cards
The company, with a view to promoting healthy lifestyle,
distributes Multisport cards among its employees,
granting them unlimited access to sports facilities.
Fees for such cards are subsidized from the Workplace
Social Benefits Fund (Zakładowy Fundusz Świadczeń
Socjalnych). They are currently used by more than
9 thousand employees.
EMPLOYEES
Annual Report 2014
ACTIVITY OF POCZTA POLSKA FOR THE BENEFIT OF THE ENVIRONMENT
Implementation of corporatesocial responsibility principles
CSR 2014 - a detailed description of projects prepared especially for employees, customers, society, and the natural environment:
Economic education
Articles about economy, including ones about
interpretation of financial performance of the company
and reasonable household budget management, were
published in the company’s intranet. A series of regional
meetings entitled “Where does money come from in
Poczta Polska?” was also organised. It pertained to the
postal services market and the company’s financial
performance.
During systematically organised meetings, employees
learned about the services which were the most
profitable to Poczta Polska and the way in which their
work influences the financial performance and profits of
the company. Managerial staff managing post offices took
part in such meetings, as well as representatives of
employees.
Promotion of voluntary employee activity
Due to high employee interest in voluntary activity, the
company has created a network of regional voluntary
activity coordinators. 15 coordinators support the
company in spreading information about and initiating
pro-social activity among employees in all of Poland.
Up until now, regional coordinators have organised
10 collections, a charitable picnic, and an initiative
promoting blood donation. Poczta Polska managers have
also become involved in promoting voluntary activity -
they renovated a post office and took part in collection of
Christmas presents for children from children’s home no.
4 in Warsaw. There were informational articles about
voluntary employee activity in the intranet and the Poczta
Polska magazine. Initially, a study into employee interest
in voluntary activity was conducted. 1 012 employees
took part in it and more than 800 of them declared their
willingness to become involved in voluntary employee
activity.
Innovative Postal Services (”Innowacyjna Poczta”)
This is a contest for employees as part of which they can
propose projects facilitating and simplifying everyday
work. The best of such ideas are rewarded and
implemented. The contest has been going on since 2011
and it took on the form of themed editions in 2014.
Last year, six editions of the contest were organised, their
themes including initiatives supporting the
implementation of the Challenges affecting the growth of
Poczta Polska S.A. in 2014.
60 61
EMPLOYEES EMPLOYEES
Postal Jogging Enthusiasts - Sports Parcel
(Pocztowa Grupa Biegowa Sportowa Paczka (PBG))
This is a group of people keen on jogging and leading an
active life. In 2013, a special zone was opened for PGB in
the intranet, making it possible for members of the group
to exchange information about jogging. In 2014, this zone
was reorganised and new functionalities were added to it.
As of now, the website contains, among other things, useful
suggestions and guidelines, a calendar of marathons and
jogging events, as well as other information shared by
joggers. The platform is interactive.- all people who would
like to share their jogging-related experiences, tell others
about jogging routes, share suggestions or photos taken
during marathons can send such materials to a special
mailbox. The PGB Zone currently has 255 members. Since
2014, Poczta Polska S.A. also pays participation fees for
joggers in exchange for representing the company during
the event. During the last three years, the company has
also organised the President’s Cup Run (Bieg o Puchar
Prezesa) three times. The event is becoming more and
more popular.
EMPLOYEES
EMPLOYEES
Since 2013, CSR projects are carried out within the
company in line with the “CSR Strategy for 2014-2017.”
According to the CSR strategy, there are two priorities for
2014: voluntary employee activity and economic
education. In addition to focusing on its priorities, the
company continued the activity it started in previous
years and initiated projects concerning four areas:
employees, customers, society, and the natural
environment.
In 2014, Poczta Polska S.A. organised its first all-Poland
educational project for, inter alia, people employed at
structural units generating revenue. Its objective was to
present financial matters demonstrating the relations
between a company’s financial performance and the
principles for remunerating employees it uses.
Educational activity was organised in such manner as to
make it consistent with the CSR strategy of the company
and its business strategy. It was aimed at developing the
economic awareness of employees. They gained
knowledge useful in both their private and professional
lives. It will help them to understand the reality around
them and to make informed financial decisions.
Multisport Cards
The company, with a view to promoting healthy lifestyle,
distributes Multisport cards among its employees,
granting them unlimited access to sports facilities.
Fees for such cards are subsidized from the Workplace
Social Benefits Fund (Zakładowy Fundusz Świadczeń
Socjalnych). They are currently used by more than
9 thousand employees.
EMPLOYEES
Annual Report 2014
62 63
The “Our Independence!”
(”Mamy Niepodległą!”) project
Poczta Polska S.A., acting in cooperation with Józef
Piłsudski Museum, has organised a project for sending
wish cards on the occasion of the Polish Independence
Day for the second time. From 4 to 11 November, our
customers sent, free-of-charge, 170 000 postcards
designed by Polish artists to their friends and relatives.
Blood Donor Zone is a Community of Honorary Blood
Donors
In 2014, a Blood Donor Zone was opened in the intranet.
As part of it, every Poczta Polska Blood Donor can create
an account and then publish information on how much
blood they donated and when. All users are listed as part
of a Blood Donor Ranking. They can use a special calendar
to enrol for taking part in events related to blood
donation, including blood collection organised by Poczta
Polska. The website also contains current information and
interesting facts about blood donation, as well as
addresses of local blood donation points. The Blood
Donor Zone is also a platform for establishing contacts.
Employees and their relatives who want to notify others
that blood is needed or organise an initiative related to
blood donation can send such information to a special e-
mail address. As of now, there are 257 employees
registered as part of the Blood Donor Zone. They have
donated a total of 2 500 litres of blood.
Distribution of “Fairy Tales with a Message”
(”Bajki z morałem”)
Striving to promote the involvement and initiative of its
employees, Poczta Polska became a distributor of books
for children written by Robert Kuśta, an employee of
Poczta Polska S.A.
The company supported the sale of those books with a
promotional campaign in the intranet, on its website and
during 30 regional meetings with children. From
November 2014 to January 2015, 15 842 copies of
“Fairy Tales with a Message” were sold at
Poczta Polska S.A. post offices.
Safe Apprenticeship with Poczta Polska S.A.
We, together with Robinson Crusoe Foundation, started a
programme aimed at involving employees of post offices
in selflessly helping young people from children’s homes
and foster care. Our employees became mentors for such
young trainees.
The trainees, due to their bad past experiences, often find
it difficult to adjust to a new environment or taking up
responsibility. This is why mentors helped them not only
in professional terms but also provided them with
emotional support. In 2014, 20 such apprenticeships took
place in all of Poland.
The “In customer’s opinion”
(”Zdaniem Klienta”) website
This is a new website of the Contact Center of Poczta
Polska S.A. where customers can, by phone or via e-mail,
ask questions or voice comments and ideas regarding the
company’s products and activity. It is a platform for
dialogue and a source of knowledge for customers and
feedback for the company.
Certification of post offices
This is a continuation of a project aimed at confirming the
accessibility of post offices to the disabled. In 2014, such
certificates were awarded to 23 more offices (4 offices in
2013).
Poczta Polska S.A., while re-branding its post offices, also
renovates them according to suggestions from Fundacja
Integracja so as to make them consistent with standards
of disabled-friendly facilities. Selected offices have
received the “Facility without barriers”
(”Obiekt bez barier”) certificate.
CUSTOMERSEMPLOYEES
CUSTOMERS
SOCIETYEMPLOYEES
CUSTOMERS
Annual Report 2014
62 63
The “Our Independence!”
(”Mamy Niepodległą!”) project
Poczta Polska S.A., acting in cooperation with Józef
Piłsudski Museum, has organised a project for sending
wish cards on the occasion of the Polish Independence
Day for the second time. From 4 to 11 November, our
customers sent, free-of-charge, 170 000 postcards
designed by Polish artists to their friends and relatives.
Blood Donor Zone is a Community of Honorary Blood
Donors
In 2014, a Blood Donor Zone was opened in the intranet.
As part of it, every Poczta Polska Blood Donor can create
an account and then publish information on how much
blood they donated and when. All users are listed as part
of a Blood Donor Ranking. They can use a special calendar
to enrol for taking part in events related to blood
donation, including blood collection organised by Poczta
Polska. The website also contains current information and
interesting facts about blood donation, as well as
addresses of local blood donation points. The Blood
Donor Zone is also a platform for establishing contacts.
Employees and their relatives who want to notify others
that blood is needed or organise an initiative related to
blood donation can send such information to a special e-
mail address. As of now, there are 257 employees
registered as part of the Blood Donor Zone. They have
donated a total of 2 500 litres of blood.
Distribution of “Fairy Tales with a Message”
(”Bajki z morałem”)
Striving to promote the involvement and initiative of its
employees, Poczta Polska became a distributor of books
for children written by Robert Kuśta, an employee of
Poczta Polska S.A.
The company supported the sale of those books with a
promotional campaign in the intranet, on its website and
during 30 regional meetings with children. From
November 2014 to January 2015, 15 842 copies of
“Fairy Tales with a Message” were sold at
Poczta Polska S.A. post offices.
Safe Apprenticeship with Poczta Polska S.A.
We, together with Robinson Crusoe Foundation, started a
programme aimed at involving employees of post offices
in selflessly helping young people from children’s homes
and foster care. Our employees became mentors for such
young trainees.
The trainees, due to their bad past experiences, often find
it difficult to adjust to a new environment or taking up
responsibility. This is why mentors helped them not only
in professional terms but also provided them with
emotional support. In 2014, 20 such apprenticeships took
place in all of Poland.
The “In customer’s opinion”
(”Zdaniem Klienta”) website
This is a new website of the Contact Center of Poczta
Polska S.A. where customers can, by phone or via e-mail,
ask questions or voice comments and ideas regarding the
company’s products and activity. It is a platform for
dialogue and a source of knowledge for customers and
feedback for the company.
Certification of post offices
This is a continuation of a project aimed at confirming the
accessibility of post offices to the disabled. In 2014, such
certificates were awarded to 23 more offices (4 offices in
2013).
Poczta Polska S.A., while re-branding its post offices, also
renovates them according to suggestions from Fundacja
Integracja so as to make them consistent with standards
of disabled-friendly facilities. Selected offices have
received the “Facility without barriers”
(”Obiekt bez barier”) certificate.
CUSTOMERSEMPLOYEES
CUSTOMERS
SOCIETYEMPLOYEES
CUSTOMERS
Annual Report 2014
64 65
Win an Apprenticeship (”Grasz o Staż”)
The objective of this all-Poland contest was to enable
promising students and graduates to meet with
employers. The programme makes it possible for students
to gain real-life professional experience and employees
often get very good trainees and employees this way.
Poczta Polska S.A. has already been a partner as part of
this contest three times. In 2014, 23 trainees were
accepted for 2-month to 3-month apprenticeships - the
greatest number among all companies taking part.
Visit by Santa Claus from Lapland
Poczta Polska S.A. has organised two meetings of Santa
Claus with children from a children’s home and children of
the company’s employees: one at a post office and one at
a postal sorting station. As an additional attraction, it was
possible to design a postcard and send it.
Participants could see for themselves the handling of
postcards at a sorting station. 180 children took part in
those meetings.
The “Become Independent” educational project
Poczta Polska became a partner of a campaign aimed at
helping young people to take control over their
professional career. This educational project included
100 workshops - 80 for young people and 20 for parents.
During such meetings, professional trainers presented
career development opportunities and possible further
education after the school leaving examination to young
people.
For purposes of this campaign, Poczta Polska S.A. also
prepared an educational video in which experts discuss
possibilities connected with pursuing one’s own business
activity while young.
Computer equipment for schools
Poczta Polska S.A. provided elementary school children
from Łódzkie Voivodeship with 50 computers. Employees
of the company’s Contact Center helped to install those
computers at school classrooms as part of voluntary
activity. They will also provide the schools with free-of-
charge service desk services.
“Paper-eaters” (”Papierojady”)
This is a continuation of a project started in 2013 whose
objective was to promote pro-ecological activity among
employees by means of placing plastic containers for
unnecessary printouts, notes, used paper envelopes and
other recyclable paper materials at the facilities of the
company. Paper-eaters were equipped with security
measures preventing access to their contents, ensuring
that confidential information remains safe. In the period
from November 2013 to December 2014, 14 tonnes of
paper were collected for recycling. In 2014, around 150
new Paper-eaters were bought.
Employees who do not have access to such containers can
use the online document shredding zone. It makes it
possible for them to order online the removal of
documents for shredding and recycling. In total, in the
period from November 2013 to December 2014, 144.5
tonnes of paper were processed.
Become an Olympian
This is an educational project supported by Poczta Polska.
It is aimed at promoting Olympic ideals among the youth.
Polish Olympians acts as ambassadors for the project:
Paweł Zygmunt - he has been an Olympian four times and
won medals in world and European speed skating
championship, Leszek Blanik - he has won two Olympic
medals in artistic gymnastics, and Katarzyna Zygmunt -
the first woman to become an international-level Polish
hockey referee. As part of the project, those
ambassadors will deliver 100 lectures concerning the
Olympic movement in elementary schools, junior high
schools, and high schools. In 2014, 30 such lectures were
delivered. Students from schools covered by the project
will be able to take part in a contest - the main prize is a
trip to the Olympic Games in Rio de Janeiro.
Red Nose Day (”Dzień Czerwonego Noska”)
Poczta Polska S.A. took part in an event for children
promoting laughter therapy, organised by the Dr Clown
Foundation. As part of voluntary activity, Poczta Polska
employees managed its stall where games for children
were organised, including a postman bicycle race, little
philatelist booth, and writing postcards to children at
hospitals. The Dr Clown Foundation has been active in
Poland since 1999.
Hunter Cambell Adams, an American doctor who started
laughter therapy, is its patron. Voluntary activists from the
Foundation, many of whom are employees of Poczta
Polska, visit hospitals and children’s homes, organise
charitable events for children, and repair day rooms.
Aid for Ukraine
Poczta Polska S.A. joined activity aimed at providing
Ukraine with charitable aid, making it possible for its
customers to send, free-of-charge, packages with food
and clothes to that country. As part of this project, more
than 25 thousand such parcels with humanitarian aid
were sent.
Poczta Polska S.A. joining the activity aimed at helping
Poland’s eastern neighbour was a token of solidarity of
the Polish postal operator and, at the same time, one of
the largest logistical companies in our part of Europe,
with the people of Ukraine.
Poczta Polska S.A. received a special award from Caritas
Polska for its “Aid for Ukraine” project.
SOCIETYSOCIETY
SOCIETYSOCIETY
ENVIRONMENTSOCIETY
SOCIETYSOCIETY
Annual Report 2014
64 65
Win an Apprenticeship (”Grasz o Staż”)
The objective of this all-Poland contest was to enable
promising students and graduates to meet with
employers. The programme makes it possible for students
to gain real-life professional experience and employees
often get very good trainees and employees this way.
Poczta Polska S.A. has already been a partner as part of
this contest three times. In 2014, 23 trainees were
accepted for 2-month to 3-month apprenticeships - the
greatest number among all companies taking part.
Visit by Santa Claus from Lapland
Poczta Polska S.A. has organised two meetings of Santa
Claus with children from a children’s home and children of
the company’s employees: one at a post office and one at
a postal sorting station. As an additional attraction, it was
possible to design a postcard and send it.
Participants could see for themselves the handling of
postcards at a sorting station. 180 children took part in
those meetings.
The “Become Independent” educational project
Poczta Polska became a partner of a campaign aimed at
helping young people to take control over their
professional career. This educational project included
100 workshops - 80 for young people and 20 for parents.
During such meetings, professional trainers presented
career development opportunities and possible further
education after the school leaving examination to young
people.
For purposes of this campaign, Poczta Polska S.A. also
prepared an educational video in which experts discuss
possibilities connected with pursuing one’s own business
activity while young.
Computer equipment for schools
Poczta Polska S.A. provided elementary school children
from Łódzkie Voivodeship with 50 computers. Employees
of the company’s Contact Center helped to install those
computers at school classrooms as part of voluntary
activity. They will also provide the schools with free-of-
charge service desk services.
“Paper-eaters” (”Papierojady”)
This is a continuation of a project started in 2013 whose
objective was to promote pro-ecological activity among
employees by means of placing plastic containers for
unnecessary printouts, notes, used paper envelopes and
other recyclable paper materials at the facilities of the
company. Paper-eaters were equipped with security
measures preventing access to their contents, ensuring
that confidential information remains safe. In the period
from November 2013 to December 2014, 14 tonnes of
paper were collected for recycling. In 2014, around 150
new Paper-eaters were bought.
Employees who do not have access to such containers can
use the online document shredding zone. It makes it
possible for them to order online the removal of
documents for shredding and recycling. In total, in the
period from November 2013 to December 2014, 144.5
tonnes of paper were processed.
Become an Olympian
This is an educational project supported by Poczta Polska.
It is aimed at promoting Olympic ideals among the youth.
Polish Olympians acts as ambassadors for the project:
Paweł Zygmunt - he has been an Olympian four times and
won medals in world and European speed skating
championship, Leszek Blanik - he has won two Olympic
medals in artistic gymnastics, and Katarzyna Zygmunt -
the first woman to become an international-level Polish
hockey referee. As part of the project, those
ambassadors will deliver 100 lectures concerning the
Olympic movement in elementary schools, junior high
schools, and high schools. In 2014, 30 such lectures were
delivered. Students from schools covered by the project
will be able to take part in a contest - the main prize is a
trip to the Olympic Games in Rio de Janeiro.
Red Nose Day (”Dzień Czerwonego Noska”)
Poczta Polska S.A. took part in an event for children
promoting laughter therapy, organised by the Dr Clown
Foundation. As part of voluntary activity, Poczta Polska
employees managed its stall where games for children
were organised, including a postman bicycle race, little
philatelist booth, and writing postcards to children at
hospitals. The Dr Clown Foundation has been active in
Poland since 1999.
Hunter Cambell Adams, an American doctor who started
laughter therapy, is its patron. Voluntary activists from the
Foundation, many of whom are employees of Poczta
Polska, visit hospitals and children’s homes, organise
charitable events for children, and repair day rooms.
Aid for Ukraine
Poczta Polska S.A. joined activity aimed at providing
Ukraine with charitable aid, making it possible for its
customers to send, free-of-charge, packages with food
and clothes to that country. As part of this project, more
than 25 thousand such parcels with humanitarian aid
were sent.
Poczta Polska S.A. joining the activity aimed at helping
Poland’s eastern neighbour was a token of solidarity of
the Polish postal operator and, at the same time, one of
the largest logistical companies in our part of Europe,
with the people of Ukraine.
Poczta Polska S.A. received a special award from Caritas
Polska for its “Aid for Ukraine” project.
SOCIETYSOCIETY
SOCIETYSOCIETY
ENVIRONMENTSOCIETY
SOCIETYSOCIETY
Annual Report 2014
66 67
Ecological education
A series of 10 articles about ecology was published on the
intranet. In January, a special supplement to the Poczta
Polska magazine was published, promoting pro-ecological
activity among the company’s employees. Issues
discussed in the magazine included: ecological matters at
offices, good ecological practices in other companies,
ecology in Poczta Polska S.A., an ecological test,
ecological re-branding, saving water and electricity, and
recycling. Additionally, employees received 1 800 stickers
encouraging pro-ecological office behaviours.
As part of shaping pro-ecological attitudes, an Electricity
Saving Week was organised - a project for all employees
of Poczta Polska S.A. conducted as part of the “Challenges
affecting the Development of Poczta Polska S.A. 2014”
initiative. Over the course of a week, a cycle of
educational articles encouraging employees to save
energy was published.
Caps collection
An all-Poland project for collecting plastic bottle caps by
employees of Poczta Polska S.A. The collection of caps
was aimed at helping pupils of the Postal Gift Foundation
(”Fundacja Pocztowy Dar”). By the end of 2014, around 6
tonnes of caps were collected and sold for more than PLN
4 thousand - this money was donated for the
rehabilitation of a former Poczta Polska S.A. employee.
The project continues. Money received for selling caps
will be transferred to further pupils of the Postal Gift
Foundation.
Earth Hour at the Warsaw sorting station
Poczta Polska S.A. joined the “Earth Hour” programme.
As part of it, ecological workshops were organised.
“How to make a sorting and distribution centre (WER)
more ecological?”
The participants prepared a set of ecological principles
which should be applied to all sorting stations in Poland.
120 employees took part in this project.
ENVIRONMENT
ENVIRONMENT
ENVIRONMENT
Charitable activity and support for pro-social initiatives
One of the elements of the CSR strategy
of Poczta Polska S.A. is the activity of the Postal Gift
Foundation, a public benefit organisation founded by the
company. The mission of the Foundation is to support
activity facilitating the development of individuals in need
of aid, particularly by means of making their educational,
health and health-related opportunities even. There are
four aspects of such activity:
1) education by means of organising and co-funding
scholarship programmes promoting talented children
and young people,
2) protection of health and life by means of material
support or sponsoring treatment and purchasing
medicines and rehabilitation equipment,
3) social aid for employees of Poczta Polska S.A.
who have suffered from a natural disasters such
as fires or floods,
4) participation in social activities, programmes, and
campaigns, cooperation with and support for projects
of other non-governmental organisations.
The Foundation is managed by employees of the company
on a voluntary basis.
Initiatives organised or co-funded by the Foundation in
2014:
• A scholarship programme under the name of “Transfer
for the future” (”Przekaz ku przyszłości”) - meeting
the needs of children and young people from
impoverished families who are exceptionally gifted
and talented or who are particularly adept at
education, sport, culture or social activity, the
Foundation funded 81 scholarships with a total value
of PLN 283 500 as part of the fourth education of the
“Transfer for the future” scholarship programme.;
• Protection of health and life - in 2014, PLN 117 619
was assigned to:
- material support or subsidies for individuals for
purchasing medicines or rehabilitation equipment -
a total of PLN 52 380,
- co-funding of rehabilitation at home - a total of
PLN 13 860,
- co-funding of rehabilitation trips - a total of
PLN 20 879,
Scholarship programme “Transfer for the future” with the tax due on it (4 editions - 305 scholarship holders) PLN 964 792.17
Health-related purposes - rehabilitation trips, purchase of medicines and equipment PLN 244 736.91
Aid for employees and their families (suffering from natural disasters) PLN 27 661.60
Cooperation with non-governmental organisations and educational organisations PLN 129 839.50
Contest for children for designing a neopostcard (disbursement of prizes) PLN 6 600
Total value of donations transferred to beneficiaries PLN 1 373 30.18
Expenses of the Foundation for its beneficiaries in 2011-2014
Annual Report 2014
- social campaigns and programmes - the Foundation, as
part of supporting programmes, social campaigns, and
educational campaigns organised jointly with other non-
governmental organisation, provided
PLN 30 500 to be used for co-funding.
- XXII Final of the Great Orchestra of Christmas Charity,
- a project by the Foundation of the Order of Malta -
purchase of respirators for the Blessed Gerard
Hospital in Barczewo.
- organisation of a Dignity Day for the Mentally
Challenged - it was organised by the Polish
Foundation for the Mentally Challenged, Koszalin
branch (Polskie Stowarzyszenie na rzecz Osób
z Upośledzeniem Umysłowym),
- a project called “The world within arm’s reach”
(”Świat w zasięgu ręki”) - a series of social and
therapeutic camps for children organised by the Łódź
Alternative Upbringing Centre (Pracownia
Alternatywnego Wychowania z Łodzi),
- a trip for pupils of the Moomin Association
(Stowarzyszenie Muminki) for an annual
rehabilitation camp.
In 2014, the Foundation, together with Poczta Polska S.A.,
organised a contest for designing a special occasion postcard
for the World Kindness Day. The contest was meant for
disabled children studying at elementary schools and junior
high schools. The Foundation sponsored prizes for winners -
their total value was PLN 6 600 gross.
66 67
Ecological education
A series of 10 articles about ecology was published on the
intranet. In January, a special supplement to the Poczta
Polska magazine was published, promoting pro-ecological
activity among the company’s employees. Issues
discussed in the magazine included: ecological matters at
offices, good ecological practices in other companies,
ecology in Poczta Polska S.A., an ecological test,
ecological re-branding, saving water and electricity, and
recycling. Additionally, employees received 1 800 stickers
encouraging pro-ecological office behaviours.
As part of shaping pro-ecological attitudes, an Electricity
Saving Week was organised - a project for all employees
of Poczta Polska S.A. conducted as part of the “Challenges
affecting the Development of Poczta Polska S.A. 2014”
initiative. Over the course of a week, a cycle of
educational articles encouraging employees to save
energy was published.
Caps collection
An all-Poland project for collecting plastic bottle caps by
employees of Poczta Polska S.A. The collection of caps
was aimed at helping pupils of the Postal Gift Foundation
(”Fundacja Pocztowy Dar”). By the end of 2014, around 6
tonnes of caps were collected and sold for more than PLN
4 thousand - this money was donated for the
rehabilitation of a former Poczta Polska S.A. employee.
The project continues. Money received for selling caps
will be transferred to further pupils of the Postal Gift
Foundation.
Earth Hour at the Warsaw sorting station
Poczta Polska S.A. joined the “Earth Hour” programme.
As part of it, ecological workshops were organised.
“How to make a sorting and distribution centre (WER)
more ecological?”
The participants prepared a set of ecological principles
which should be applied to all sorting stations in Poland.
120 employees took part in this project.
ENVIRONMENT
ENVIRONMENT
ENVIRONMENT
Charitable activity and support for pro-social initiatives
One of the elements of the CSR strategy
of Poczta Polska S.A. is the activity of the Postal Gift
Foundation, a public benefit organisation founded by the
company. The mission of the Foundation is to support
activity facilitating the development of individuals in need
of aid, particularly by means of making their educational,
health and health-related opportunities even. There are
four aspects of such activity:
1) education by means of organising and co-funding
scholarship programmes promoting talented children
and young people,
2) protection of health and life by means of material
support or sponsoring treatment and purchasing
medicines and rehabilitation equipment,
3) social aid for employees of Poczta Polska S.A.
who have suffered from a natural disasters such
as fires or floods,
4) participation in social activities, programmes, and
campaigns, cooperation with and support for projects
of other non-governmental organisations.
The Foundation is managed by employees of the company
on a voluntary basis.
Initiatives organised or co-funded by the Foundation in
2014:
• A scholarship programme under the name of “Transfer
for the future” (”Przekaz ku przyszłości”) - meeting
the needs of children and young people from
impoverished families who are exceptionally gifted
and talented or who are particularly adept at
education, sport, culture or social activity, the
Foundation funded 81 scholarships with a total value
of PLN 283 500 as part of the fourth education of the
“Transfer for the future” scholarship programme.;
• Protection of health and life - in 2014, PLN 117 619
was assigned to:
- material support or subsidies for individuals for
purchasing medicines or rehabilitation equipment -
a total of PLN 52 380,
- co-funding of rehabilitation at home - a total of
PLN 13 860,
- co-funding of rehabilitation trips - a total of
PLN 20 879,
Scholarship programme “Transfer for the future” with the tax due on it (4 editions - 305 scholarship holders) PLN 964 792.17
Health-related purposes - rehabilitation trips, purchase of medicines and equipment PLN 244 736.91
Aid for employees and their families (suffering from natural disasters) PLN 27 661.60
Cooperation with non-governmental organisations and educational organisations PLN 129 839.50
Contest for children for designing a neopostcard (disbursement of prizes) PLN 6 600
Total value of donations transferred to beneficiaries PLN 1 373 30.18
Expenses of the Foundation for its beneficiaries in 2011-2014
Annual Report 2014
- social campaigns and programmes - the Foundation, as
part of supporting programmes, social campaigns, and
educational campaigns organised jointly with other non-
governmental organisation, provided
PLN 30 500 to be used for co-funding.
- XXII Final of the Great Orchestra of Christmas Charity,
- a project by the Foundation of the Order of Malta -
purchase of respirators for the Blessed Gerard
Hospital in Barczewo.
- organisation of a Dignity Day for the Mentally
Challenged - it was organised by the Polish
Foundation for the Mentally Challenged, Koszalin
branch (Polskie Stowarzyszenie na rzecz Osób
z Upośledzeniem Umysłowym),
- a project called “The world within arm’s reach”
(”Świat w zasięgu ręki”) - a series of social and
therapeutic camps for children organised by the Łódź
Alternative Upbringing Centre (Pracownia
Alternatywnego Wychowania z Łodzi),
- a trip for pupils of the Moomin Association
(Stowarzyszenie Muminki) for an annual
rehabilitation camp.
In 2014, the Foundation, together with Poczta Polska S.A.,
organised a contest for designing a special occasion postcard
for the World Kindness Day. The contest was meant for
disabled children studying at elementary schools and junior
high schools. The Foundation sponsored prizes for winners -
their total value was PLN 6 600 gross.
We always act with the customer’s point of
view in mind and we meet our customers
face-to-face while rendering services to
them. Our principles are simple and the goal
of our activity is clear - we want to deliver
satisfaction. FIN
AN
CIA
L P
ERFO
RM
AN
CE
OF
PO
CZT
A P
OLS
KA
IN 2
01
4
68 69Report Annual 2014
We always act with the customer’s point of
view in mind and we meet our customers
face-to-face while rendering services to
them. Our principles are simple and the goal
of our activity is clear - we want to deliver
satisfaction. FIN
AN
CIA
L P
ERFO
RM
AN
CE
OF
PO
CZT
A P
OLS
KA
IN 2
01
4
68 69Report Annual 2014
70 71
FINANCIAL PERFORMANCE OF POCZTA POLSKA IN 2014
Postal services form the greatest part of the company’s
revenue and, consequently, have the greatest impact on
its financial performance. The fact that customers are
more and more inclined towards electronic
communication and shop online more and more
frequently resulted in a number of steps being taken in
order to adjust the company’s business profile to the
tendencies currently affecting the market.
A programme under the name of Exp@nsion was started
in order to make good use of the dynamically developing
e-commerce market and to increase the company’s share
of that market. In 2014, the first stage of the programme
was performed - a special website targeted at e-
commerce entities was prepared, as well as a convenient
eReturns platform and a package of additional financial
and insurance services. Intensification of activity in the
CEP sector resulted in an increase of income and volumes
handled as part of that sector.
Last year, the greatest challenge Poczta Polska S.A. faced
was to counter the losses resulting from losing a tender
for handling the correspondence of courts and
prosecutor’s offices and from a rapid decrease of the
number of letters. Poczta Polska S.A. faced a difficult
problem - to find additional sources of income and to
reduce the costs of its business activity. Reacting to the
situation in which the company found itself, a programme
called “Challenges affecting the development of Poczta
Polska S.A. in 2014” was created.
Main factors influencing the company’s financial performance
Its main objectives were met and, thanks to the
programme, Poczta Polska S.A. showed that it is capable
of effectively managing risk and of dynamically reacting to
unfavourable market environment.
Acting in line with the needs of its customers, the
company extended the range of its electronic services
rendered via the Envelo platform, created in 2013. Using
the platform, private and business customers could access
services such as the neopostcard, neoletter, neostamp,
neoinvoice, and neobills. As far as services ordered via the
Envelo platform are concerned, Poczta Polska S.A.
ensures the physical performance of a considerable part
of processes (e.g. delivery of correspondence, creating
accounts for customers) and this is directly translated into
significant revenues and income from cooperating with
the subsidiary company operating the platform.
Fast response to changes of market tendencies and
to growing customer expectations made it possible for
Poczta Polska S.A. to remain a trusted business partner,
offering services which are attractive from the market
perspective and in terms of quality. This is confirmed by
Poczta Polska S.A. having won 90% of tenders in which it
took part in 2014, procuring several key customers who
had been using services offered by alternative operators.
In 2014, Poczta Polska S.A. continued its efforts aimed at
introducing changes adjusting its product range and its
internal procedures to the current business situation and
to customer expectations. A restructuring process carried
out within the company required an intensification of
efforts in development areas with the greatest potential
(CEP, banking and insurance services, and e-services) and
maintaining strict cost discipline. Poczta Polska S.A.
organised numerous projects aimed at optimising internal
costs and making it possible to considerably reduce the
costs of pursuing business while at the same time bearing
the costs connected with developing new services.
Such activity made it possible to reduce the scope of
employment restructuring which resulted from the
unfavourable situation on the market. Moreover, the
Management Board of the company, following the
principles of corporate social responsibility and in order to
reduce the social cost of such changes, unwaveringly
followed a staff policy based on its Voluntary Resignation
Programme, minimising the social consequences of
employment optimisation.
Ensuring that the company is able to implement the
development-related principles it accepted also requires a
stable investment process. Last year, Poczta Polska S.A.
made major investments in its logistical network and IT
infrastructure.
In spite of difficulties resulting from its environment, in
2014, the performance of a package of development-
related and optimisation activity following from
Poczta Polska S.A. strategy made it possible for
Poczta Polska S.A. to perform better in financial terms
than in 2013, to retain a stable level of profitability, and to
maintain the company’s financial solvency.
Year 2014 was a time of major challenges for the
company, resulting from a combination of negative
external factors. The market of conventional letters has
been dwindling for several years now.
Due to the progressing electronization of correspondence
and the growing significance of digital services (e-
substitution), this tendency will only become more
prominent. Considerable price pressure regarding the
letter services sector is also of no small consequence. It
has been intensifying ever since the liberalization of the
postal market on 1 January 2013.
Also in 2013, Poczta Polska S.A. lost a tender for
providing postal services to courts and prosecutor’s
offices in 2014 and 2015. This resulted in a major loss of
revenues in 2014. Poczta Polska S.A. faced a number of
challenges and it needed to adjust its business activity to
the current situation on the market.
It was necessary to strive towards retaining the position
of a leader on the postal services market. Decisions,
which turned out to have been the right ones but which
were nevertheless very difficult, were taken fast and they,
as well as the involvement of the organisation and the
efforts it made, brought the desired effects.
Poczta Polska S.A. proved that, in spite of the
unfavourable market situation and in spite of strong
competition, it is capable of maintaining its leading
position on the market.
Factors and extraordinary events which significantly influenced the company’s financial performance
Annual Report 2014
70 71
FINANCIAL PERFORMANCE OF POCZTA POLSKA IN 2014
Postal services form the greatest part of the company’s
revenue and, consequently, have the greatest impact on
its financial performance. The fact that customers are
more and more inclined towards electronic
communication and shop online more and more
frequently resulted in a number of steps being taken in
order to adjust the company’s business profile to the
tendencies currently affecting the market.
A programme under the name of Exp@nsion was started
in order to make good use of the dynamically developing
e-commerce market and to increase the company’s share
of that market. In 2014, the first stage of the programme
was performed - a special website targeted at e-
commerce entities was prepared, as well as a convenient
eReturns platform and a package of additional financial
and insurance services. Intensification of activity in the
CEP sector resulted in an increase of income and volumes
handled as part of that sector.
Last year, the greatest challenge Poczta Polska S.A. faced
was to counter the losses resulting from losing a tender
for handling the correspondence of courts and
prosecutor’s offices and from a rapid decrease of the
number of letters. Poczta Polska S.A. faced a difficult
problem - to find additional sources of income and to
reduce the costs of its business activity. Reacting to the
situation in which the company found itself, a programme
called “Challenges affecting the development of Poczta
Polska S.A. in 2014” was created.
Main factors influencing the company’s financial performance
Its main objectives were met and, thanks to the
programme, Poczta Polska S.A. showed that it is capable
of effectively managing risk and of dynamically reacting to
unfavourable market environment.
Acting in line with the needs of its customers, the
company extended the range of its electronic services
rendered via the Envelo platform, created in 2013. Using
the platform, private and business customers could access
services such as the neopostcard, neoletter, neostamp,
neoinvoice, and neobills. As far as services ordered via the
Envelo platform are concerned, Poczta Polska S.A.
ensures the physical performance of a considerable part
of processes (e.g. delivery of correspondence, creating
accounts for customers) and this is directly translated into
significant revenues and income from cooperating with
the subsidiary company operating the platform.
Fast response to changes of market tendencies and
to growing customer expectations made it possible for
Poczta Polska S.A. to remain a trusted business partner,
offering services which are attractive from the market
perspective and in terms of quality. This is confirmed by
Poczta Polska S.A. having won 90% of tenders in which it
took part in 2014, procuring several key customers who
had been using services offered by alternative operators.
In 2014, Poczta Polska S.A. continued its efforts aimed at
introducing changes adjusting its product range and its
internal procedures to the current business situation and
to customer expectations. A restructuring process carried
out within the company required an intensification of
efforts in development areas with the greatest potential
(CEP, banking and insurance services, and e-services) and
maintaining strict cost discipline. Poczta Polska S.A.
organised numerous projects aimed at optimising internal
costs and making it possible to considerably reduce the
costs of pursuing business while at the same time bearing
the costs connected with developing new services.
Such activity made it possible to reduce the scope of
employment restructuring which resulted from the
unfavourable situation on the market. Moreover, the
Management Board of the company, following the
principles of corporate social responsibility and in order to
reduce the social cost of such changes, unwaveringly
followed a staff policy based on its Voluntary Resignation
Programme, minimising the social consequences of
employment optimisation.
Ensuring that the company is able to implement the
development-related principles it accepted also requires a
stable investment process. Last year, Poczta Polska S.A.
made major investments in its logistical network and IT
infrastructure.
In spite of difficulties resulting from its environment, in
2014, the performance of a package of development-
related and optimisation activity following from
Poczta Polska S.A. strategy made it possible for
Poczta Polska S.A. to perform better in financial terms
than in 2013, to retain a stable level of profitability, and to
maintain the company’s financial solvency.
Year 2014 was a time of major challenges for the
company, resulting from a combination of negative
external factors. The market of conventional letters has
been dwindling for several years now.
Due to the progressing electronization of correspondence
and the growing significance of digital services (e-
substitution), this tendency will only become more
prominent. Considerable price pressure regarding the
letter services sector is also of no small consequence. It
has been intensifying ever since the liberalization of the
postal market on 1 January 2013.
Also in 2013, Poczta Polska S.A. lost a tender for
providing postal services to courts and prosecutor’s
offices in 2014 and 2015. This resulted in a major loss of
revenues in 2014. Poczta Polska S.A. faced a number of
challenges and it needed to adjust its business activity to
the current situation on the market.
It was necessary to strive towards retaining the position
of a leader on the postal services market. Decisions,
which turned out to have been the right ones but which
were nevertheless very difficult, were taken fast and they,
as well as the involvement of the organisation and the
efforts it made, brought the desired effects.
Poczta Polska S.A. proved that, in spite of the
unfavourable market situation and in spite of strong
competition, it is capable of maintaining its leading
position on the market.
Factors and extraordinary events which significantly influenced the company’s financial performance
Annual Report 2014
72 73
Individual profit and loss account of Poczta Polska
The performance of Poczta Polska in 2014, including its
“business results” indicator (gross financial results after
eliminating the impact of one-time events such as real
estate sale and investments in real estate) was better
than in 2013. Gross results were better by PLN 20.5
million (31.2%) and business results by PLN 15.7 million
(27.6%) than the results in 2013. The situation was similar
for net results and profit remaining at the company’s
disposal - 48.2% and 47.7% more than in 2013
respectively.
It was possible for the company to achieve net results
better by PLN 17.8 million than in 2013 thanks to several
factors:
• generating sales results better by PLN 20.7 million
than in 2013, in spite of the market conditions
being unfavourable for the company,
• an increase of financial operations income
by PLN 3.3 million,
• a decrease of the results of other operating activity
by PLN 3.4 million.
In increase of sales results by almost 190% in comparison
with 2013 was an effect of strict cost discipline and an
increase of revenues from:
• CEP market services - thanks to the introduction of a
new price and product offer for business customers as
part of the Pocztex service and thanks to a complete
remodelling of the offer of contractual parcel services.
Changes of the product offer were aimed at
maintaining the current tendencies regarding CEP
sales and at maximising sales, particularly to business
customers in the B2C and B2B segments. Facing the
competition ensured a stable position for the
company on the Polish courier services market. After a
negative tendency affecting services in this segment of
the market until the turn of 2011/2012, the company
has seen a reversal of the situation on the market,
• commission sale services and sales of commercial
goods, a result of constantly extending the company’s
commercial offer,
• the Pallet Parcel service - thanks to intensifying sales
activity and extending the offer, e.g. introducing an
additional offer and organising a campaign promoting
the service,
• advertising services - thanks to advertisers returning
to conventional advertising, deemed more effective,
• banking and insurance services - thanks to continued
development of services and sales activity carried out.
It should also be emphasized that thanks to the
introduction in November 2013 of a new service called
“priority payment,” as well as thanks to an intensification
of informational campaigns and introducing facilities for
RTV subscribers, Poczta Polska S.A., for the first time in
many years, also saw an increase of revenues from
conventional financial services.income
taxsales
resultsresults
of other operating
activity
results of financial
activity
+17,8 (+48,2%)
Changes of the financial performance of Poczta Polska S.A. (in million PLN)
20,7
-3,4
3,3 2,7
37,0
54,8
net results in 2013
net results in 2014
million PLN
change 2013-20142013
Total receipts 5 945.3 -280.3 -4.7%
Net receipts from the sale of products, goods, and materials 5 819.7 -278.3 -4.8%
Receipts from the sale of products
plus markup from the sale of goods and materials 5 736.5 -225.1 -3.9%
Other operating receipts 75.6 -2.8 -3.7%
Financial receipts 50.1 0.8 1.6%
Business receipts 5 936.5 -285.1 -4.8%
Total costs 5 879.6 300.8 -5.1%
Costs of basic operating activity 5 808.6 -298.9 -5.1%
Costs of basic operating activity
less the purchase value of goods and materials sold 5 725.4 -245.8 -4.3%
Other operating costs 58.6 0.65 1.1%
Financial costs 12.4 -2.5 -20.1%
Business costs 5 879.6 -300.8 -5.1%
Gross results 65.7 20.5 31.2%
Sales results 11.1 20.7 186.4%
Other operating activity results 17.0 -3.4 -20.3%
Financial operations results 37.7 3.3 8.7%
Business results 56.8 15.7 27.6%
Net results 37.0 17.8 48.2%
Profit remaining at the company’s disposal / Losses to be covered 28.2 13.5 47.7%
5 665.1
5 541.4
5 511.3
72.8
50.9
5 651.4
5 578.8
5 509.6
5 479.6
59.3
9.9
5 578.8
86.2
31.8
13.5
40.9
72.5
54.8
41.7
2014
Annual Report 2014
72 73
Individual profit and loss account of Poczta Polska
The performance of Poczta Polska in 2014, including its
“business results” indicator (gross financial results after
eliminating the impact of one-time events such as real
estate sale and investments in real estate) was better
than in 2013. Gross results were better by PLN 20.5
million (31.2%) and business results by PLN 15.7 million
(27.6%) than the results in 2013. The situation was similar
for net results and profit remaining at the company’s
disposal - 48.2% and 47.7% more than in 2013
respectively.
It was possible for the company to achieve net results
better by PLN 17.8 million than in 2013 thanks to several
factors:
• generating sales results better by PLN 20.7 million
than in 2013, in spite of the market conditions
being unfavourable for the company,
• an increase of financial operations income
by PLN 3.3 million,
• a decrease of the results of other operating activity
by PLN 3.4 million.
In increase of sales results by almost 190% in comparison
with 2013 was an effect of strict cost discipline and an
increase of revenues from:
• CEP market services - thanks to the introduction of a
new price and product offer for business customers as
part of the Pocztex service and thanks to a complete
remodelling of the offer of contractual parcel services.
Changes of the product offer were aimed at
maintaining the current tendencies regarding CEP
sales and at maximising sales, particularly to business
customers in the B2C and B2B segments. Facing the
competition ensured a stable position for the
company on the Polish courier services market. After a
negative tendency affecting services in this segment of
the market until the turn of 2011/2012, the company
has seen a reversal of the situation on the market,
• commission sale services and sales of commercial
goods, a result of constantly extending the company’s
commercial offer,
• the Pallet Parcel service - thanks to intensifying sales
activity and extending the offer, e.g. introducing an
additional offer and organising a campaign promoting
the service,
• advertising services - thanks to advertisers returning
to conventional advertising, deemed more effective,
• banking and insurance services - thanks to continued
development of services and sales activity carried out.
It should also be emphasized that thanks to the
introduction in November 2013 of a new service called
“priority payment,” as well as thanks to an intensification
of informational campaigns and introducing facilities for
RTV subscribers, Poczta Polska S.A., for the first time in
many years, also saw an increase of revenues from
conventional financial services.income
taxsales
resultsresults
of other operating
activity
results of financial
activity
+17,8 (+48,2%)
Changes of the financial performance of Poczta Polska S.A. (in million PLN)
20,7
-3,4
3,3 2,7
37,0
54,8
net results in 2013
net results in 2014
million PLN
change 2013-20142013
Total receipts 5 945.3 -280.3 -4.7%
Net receipts from the sale of products, goods, and materials 5 819.7 -278.3 -4.8%
Receipts from the sale of products
plus markup from the sale of goods and materials 5 736.5 -225.1 -3.9%
Other operating receipts 75.6 -2.8 -3.7%
Financial receipts 50.1 0.8 1.6%
Business receipts 5 936.5 -285.1 -4.8%
Total costs 5 879.6 300.8 -5.1%
Costs of basic operating activity 5 808.6 -298.9 -5.1%
Costs of basic operating activity
less the purchase value of goods and materials sold 5 725.4 -245.8 -4.3%
Other operating costs 58.6 0.65 1.1%
Financial costs 12.4 -2.5 -20.1%
Business costs 5 879.6 -300.8 -5.1%
Gross results 65.7 20.5 31.2%
Sales results 11.1 20.7 186.4%
Other operating activity results 17.0 -3.4 -20.3%
Financial operations results 37.7 3.3 8.7%
Business results 56.8 15.7 27.6%
Net results 37.0 17.8 48.2%
Profit remaining at the company’s disposal / Losses to be covered 28.2 13.5 47.7%
5 665.1
5 541.4
5 511.3
72.8
50.9
5 651.4
5 578.8
5 509.6
5 479.6
59.3
9.9
5 578.8
86.2
31.8
13.5
40.9
72.5
54.8
41.7
2014
Annual Report 2014
74 75
As at 31 December 2014, the balance sheet total of
Poczta Polska S.A. amounted to PLN 4 667.7 million,
i.e. PLN 191.0 million less than at the end of 2013.
Selected balance sheet information
Assets
An increase of the value of fixed assets is visible.
By the end of 2014, they reached a level of
PLN 2 315.5 million, increasing throughout that year by
PLN 101.0 million. As far as the asset structure of the
company is concerned, they form 49.6% of it (45.6% by
the end of 2013). Assets increased: long-term financial
assets, intangible property, and fixed material assets.
Assets decreased: assets connected with deterred income
tax.
The value of current assets decreased by
PLN 292.0 million in comparison with 2013; this
concerned mostly funds and other financial assets. This is
a result of capital expenditure aimed at developing the
company in spite of a decrease of funds generated by its
operating activity.
Financial standing and sources of asset coverage
Liabilities
In 2014, the following changes regarding the structure of
liabilities of Poczta Polska S.A. took place:
• an increase of own capital by PLN 41.7 million
(to PLN 1 321.2 million, i.e. 28.3% of the balance sheet
total; value by the end of 2013: 26.3%); this increase
resulted chiefly from increasing the reserve capital
using net profits achieved in 2013 and profits from
preceding years,
• the value of obligations and reserves for covering
obligations dropped by PLN 232.7 million
(to PLN 3 346.5 million, i.e. 71.7% of the balance sheet
total; value by the end of 2013: 73.7%). As far as this
group of liabilities is concerned, the following
changed:
- reserves for covering obligations - a decrease of
PLN 172.6 million, most resulting from usage
of the reserves for restructuring and from
a decrease of reserves for pension benefits and
similar benefits,
- inter-period obligations and settlements -
a decrease of PLN 60.1 million, mostly as a result
of borrowed operations and payments to bank
accounts and due to deliveries and services.
Management of financial resources and financial solvency
Fixed assets 2 214.5 101.0 4.6% 45.6%
Current assets 2 644.2 -292.0 -11.0% 54.4%
Own capital 1 279.5 41.7 3.3% 26.3%
Borrowed capital 3 579.2 -232.7 -6.5% 73.7%
Balance sheet total 4 858.7 -191.0 -3.9% 100.0%
2 315.5 49.6%
2 352.5 50.4%
1 321.2 28.3%
3 346.5 71.7%
4 667.7 100.0%
million PLN 31 XII 2013 change 2014-2013 31 XII 201331 XII 2014 31 XII 2014
Structure of fixed assets
Structure of current assets
0.6
%
0.8
%
12
.7%
38
.2%
2.9
%
3.6
%
13
.3%
32
.7%
short-term inter-period settlements
short-term investments
short-term amounts due
reserves
31 XII 2013
31 XII 2014
+0.2pp
-5.5pp
+0.6pp
+0.7pp
2.0
%
2.7
%
0.1
%
33
.7%
35
.5%
0.1
%
5.4
%
4.4
%
4.2
%7.1
%
long-term inter-period settlements
long-term investments
long-term receivables
fixed material assets
intangible assets
31 XII 2013
31 XII 2014
+0.7pp
+1.8pp
+0.01pp
+1.7pp -0.2pp
Structure of own capital
Structure of obligations and reserves for obligations
15
.9%
15
.3%
16
.6%
12
.2%
1.5
%
8.3
%
1.8
%
44
.9%
11
.7%
12
.8%
10
.8%
1.6
%
45
.1%
0.0
%
0.8
%
-0.2
%
-0.3
%
1.2
%
deductions from net profits during
business year
net profits from the
business year
inter-period settlements
net profit from
previous years
short-term obligations
reserve capital
long-term obligations
share capital
reserve for obligations
31 XII 2013
31 XII 2014
31 XII 2013
31 XII 2014
+0.7p.p.
-3.1p.p.
+2.5p.p.
+0.2p.p.
-1.5p.p.
+0,2p.p.
+0.4p.p.
+1.1p.p.
-0.1p.p.
Management of financial resources
Management of financial resources in Poczta Polska S.A.
take place within a consolidated account maintained by
Bank Pocztowy S.A. and using secondary accounts
maintained by various banks.
The company’s activity on the financial market is aimed at
achieving as high a return on investment ratio as possible
while at the same time maintaining sufficient availability
of funds and safety of the capital involved, in line with the
relevant internal regulations in force.
In spite of the Monetary Policy Council (RPP) having
reduced the reference rate from 2.50% (at the beginning
of 2014) to 2.00% (in October), the company, at its central
level, managed to secure a deposit profitability rate at a
level of 2.50% p.a., i.e. 2 base points above the WIBOR
O/N rate, thanks to active management of funds.
For comparison purposes: in 2014, the POLONIA rate
(benchmark rate at the financial market), expressed as
the weighted arithmetic mean of operations during O/N,
was at 2.32%.
The financial solvency of the company in 2014 (i.e. its
ability to promptly settle its current obligations) was
additionally secured by means of a revolving credit line
with a limit of: PLN 150 million and two additional credit
lines in the form of intraday credit.
Annual Report 2014
74 75
As at 31 December 2014, the balance sheet total of
Poczta Polska S.A. amounted to PLN 4 667.7 million,
i.e. PLN 191.0 million less than at the end of 2013.
Selected balance sheet information
Assets
An increase of the value of fixed assets is visible.
By the end of 2014, they reached a level of
PLN 2 315.5 million, increasing throughout that year by
PLN 101.0 million. As far as the asset structure of the
company is concerned, they form 49.6% of it (45.6% by
the end of 2013). Assets increased: long-term financial
assets, intangible property, and fixed material assets.
Assets decreased: assets connected with deterred income
tax.
The value of current assets decreased by
PLN 292.0 million in comparison with 2013; this
concerned mostly funds and other financial assets. This is
a result of capital expenditure aimed at developing the
company in spite of a decrease of funds generated by its
operating activity.
Financial standing and sources of asset coverage
Liabilities
In 2014, the following changes regarding the structure of
liabilities of Poczta Polska S.A. took place:
• an increase of own capital by PLN 41.7 million
(to PLN 1 321.2 million, i.e. 28.3% of the balance sheet
total; value by the end of 2013: 26.3%); this increase
resulted chiefly from increasing the reserve capital
using net profits achieved in 2013 and profits from
preceding years,
• the value of obligations and reserves for covering
obligations dropped by PLN 232.7 million
(to PLN 3 346.5 million, i.e. 71.7% of the balance sheet
total; value by the end of 2013: 73.7%). As far as this
group of liabilities is concerned, the following
changed:
- reserves for covering obligations - a decrease of
PLN 172.6 million, most resulting from usage
of the reserves for restructuring and from
a decrease of reserves for pension benefits and
similar benefits,
- inter-period obligations and settlements -
a decrease of PLN 60.1 million, mostly as a result
of borrowed operations and payments to bank
accounts and due to deliveries and services.
Management of financial resources and financial solvency
Fixed assets 2 214.5 101.0 4.6% 45.6%
Current assets 2 644.2 -292.0 -11.0% 54.4%
Own capital 1 279.5 41.7 3.3% 26.3%
Borrowed capital 3 579.2 -232.7 -6.5% 73.7%
Balance sheet total 4 858.7 -191.0 -3.9% 100.0%
2 315.5 49.6%
2 352.5 50.4%
1 321.2 28.3%
3 346.5 71.7%
4 667.7 100.0%
million PLN 31 XII 2013 change 2014-2013 31 XII 201331 XII 2014 31 XII 2014
Structure of fixed assets
Structure of current assets
0.6
%
0.8
%
12
.7%
38
.2%
2.9
%
3.6
%
13
.3%
32
.7%
short-term inter-period settlements
short-term investments
short-term amounts due
reserves
31 XII 2013
31 XII 2014
+0.2pp
-5.5pp
+0.6pp
+0.7pp
2.0
%
2.7
%
0.1
%
33
.7%
35
.5%
0.1
%
5.4
%
4.4
%
4.2
%7.1
%
long-term inter-period settlements
long-term investments
long-term receivables
fixed material assets
intangible assets
31 XII 2013
31 XII 2014
+0.7pp
+1.8pp
+0.01pp
+1.7pp -0.2pp
Structure of own capital
Structure of obligations and reserves for obligations
15
.9%
15
.3%
16
.6%
12
.2%
1.5
%
8.3
%
1.8
%
44
.9%
11
.7%
12
.8%
10
.8%
1.6
%
45
.1%
0.0
%
0.8
%
-0.2
%
-0.3
%
1.2
%
deductions from net profits during
business year
net profits from the
business year
inter-period settlements
net profit from
previous years
short-term obligations
reserve capital
long-term obligations
share capital
reserve for obligations
31 XII 2013
31 XII 2014
31 XII 2013
31 XII 2014
+0.7p.p.
-3.1p.p.
+2.5p.p.
+0.2p.p.
-1.5p.p.
+0,2p.p.
+0.4p.p.
+1.1p.p.
-0.1p.p.
Management of financial resources
Management of financial resources in Poczta Polska S.A.
take place within a consolidated account maintained by
Bank Pocztowy S.A. and using secondary accounts
maintained by various banks.
The company’s activity on the financial market is aimed at
achieving as high a return on investment ratio as possible
while at the same time maintaining sufficient availability
of funds and safety of the capital involved, in line with the
relevant internal regulations in force.
In spite of the Monetary Policy Council (RPP) having
reduced the reference rate from 2.50% (at the beginning
of 2014) to 2.00% (in October), the company, at its central
level, managed to secure a deposit profitability rate at a
level of 2.50% p.a., i.e. 2 base points above the WIBOR
O/N rate, thanks to active management of funds.
For comparison purposes: in 2014, the POLONIA rate
(benchmark rate at the financial market), expressed as
the weighted arithmetic mean of operations during O/N,
was at 2.32%.
The financial solvency of the company in 2014 (i.e. its
ability to promptly settle its current obligations) was
additionally secured by means of a revolving credit line
with a limit of: PLN 150 million and two additional credit
lines in the form of intraday credit.
Annual Report 2014
76 77
In 2014, the financial performance of Poczta Polska S.A.
was better than in 2013. It was so in terms of its sales
results and financial operations results, and,
consequently, its net and gross results. Due to this, sales
and circulation profitability indicators improved.
ROA was also higher than in 2013, demonstrating that the
efficiency with which the company used its assets
increased. An increase of ROE resulted from the
increasing efficiency with which the company uses its own
capital.
Basic economic indicators
Challenges for Poczta Polska S.A. development in 2014
Selected profitability indicators
Changes regarding the level and structure of assets had a
minor impact on the level of assets productivity. Current
assets generated more sales revenues, as demonstrated
by an increase of the current assets productivity indicator.
A decrease of the fixed assets productivity indicator
results from a decrease of sales revenues and the
simultaneous increase of the value of fixed assets. The
value of the total asset turnover indicator was similar to
that of 2013
The “Challenged for Poczta Polska S.A. development in
2014” programme was started at the beginning of 2014. It
was aimed at making up for financial performance losses
resulting from Poczta Polska S.A. losing the tender for
providing financial services organised by Purchasing
Centre for the Judiciary Sector (Centrum Zakupów dla
Sądownictwa).
As part of the Programme, 59 cost- and income-related
initiatives were started. Their financial objectives, thanks
to smooth cooperation of the entire organisation, were
met. Total planned financial effects of the Programme
were at PLN 260 million but they reached a level of
PLN 320 million, exceeding the planned financial
objective of the Programme by PLN 60 million.
change 2013-20142013
A. Cash flow from operating activity
I. Net financial results 37.0 17.8 48.2%
II. Adjustment of net results -114.3 -54.5 -47.7%
III. Net funds from operating activity -77.3 -36.6 -47.4%
B. Cash flow from investment activity
I Inflow 57.0 44.5 78.2%
II Expenses 146.5 106.4 72.6%
III. Net cash flow from investment activity -89.5 -61.9 -69.1%
C. Cash flow from financial activity
I Inflow
II Expenses 60.5 3.1 5.2%
III. Net cash flow from financial activity -60.5 -3.1 -5.2%
D. Total net cash flow (A.III + B.III + C.III) -227.3 -101.6 -44.7%
E. Balance sheet change of the level of funds -227.3 -101.6 -44.7%
F. Funds at the beginning of the period 2 081.5 -227.3 -10.9%
G. Funds at the end of the period 2 854.1 -328.9 -17.7%
54.8
-168.8
-114.0
101.5
252.9
-151.4
63.6
-63.6
-328.9
-328.9
1 854.2
1 525.2
Selected profitability indicators 2014 2013
Gross turnover profitability indicators;gross financial results / total receipts 1.52% 1.11%
Gross sales profitability indicator;gross financial results / sales receipts 1.56% 1.13%
Net sales profitability indicator;net financial results / sales receipts 0.99% 0.64%
ROA - return on assets indicator;net financial results / average annual total level of assets 1.15% 0.75%
ROE - profitability indicator of own capital (equity);net financial results / average annual own capital 4.21% 3.01%
2014
Basic values of the cash flow accountmillion PLN
External sources of funding
Leasing resulting from performing agreements concluded
in previous years was the only usage of external funding
for capital expenditure in 2014. The amount of capital
instalments of leasing obligations paid off amounted
to a total of PLN 57.0 million with interest costs at
PLN 6.6 million.
Financial solvency
Throughout the entire year 2014, the financial solvency of
Poczta Polska S.A. was fully secured.
Poczta Polska S.A. restructuring in 2014 also pertained to
the management of financial resources.
The company spent PLN 252.9 million on intangible
assets, fixed materials assets, and financial assets - this
was the main factor resulting in a decrease of the level of
financial resources as at the end of 2014.
Guarantees
In 2014, Poczta Polska S.A. issued no guarantees or
financial guarantees.
Annual Report 2014
76 77
In 2014, the financial performance of Poczta Polska S.A.
was better than in 2013. It was so in terms of its sales
results and financial operations results, and,
consequently, its net and gross results. Due to this, sales
and circulation profitability indicators improved.
ROA was also higher than in 2013, demonstrating that the
efficiency with which the company used its assets
increased. An increase of ROE resulted from the
increasing efficiency with which the company uses its own
capital.
Basic economic indicators
Challenges for Poczta Polska S.A. development in 2014
Selected profitability indicators
Changes regarding the level and structure of assets had a
minor impact on the level of assets productivity. Current
assets generated more sales revenues, as demonstrated
by an increase of the current assets productivity indicator.
A decrease of the fixed assets productivity indicator
results from a decrease of sales revenues and the
simultaneous increase of the value of fixed assets. The
value of the total asset turnover indicator was similar to
that of 2013
The “Challenged for Poczta Polska S.A. development in
2014” programme was started at the beginning of 2014. It
was aimed at making up for financial performance losses
resulting from Poczta Polska S.A. losing the tender for
providing financial services organised by Purchasing
Centre for the Judiciary Sector (Centrum Zakupów dla
Sądownictwa).
As part of the Programme, 59 cost- and income-related
initiatives were started. Their financial objectives, thanks
to smooth cooperation of the entire organisation, were
met. Total planned financial effects of the Programme
were at PLN 260 million but they reached a level of
PLN 320 million, exceeding the planned financial
objective of the Programme by PLN 60 million.
change 2013-20142013
A. Cash flow from operating activity
I. Net financial results 37.0 17.8 48.2%
II. Adjustment of net results -114.3 -54.5 -47.7%
III. Net funds from operating activity -77.3 -36.6 -47.4%
B. Cash flow from investment activity
I Inflow 57.0 44.5 78.2%
II Expenses 146.5 106.4 72.6%
III. Net cash flow from investment activity -89.5 -61.9 -69.1%
C. Cash flow from financial activity
I Inflow
II Expenses 60.5 3.1 5.2%
III. Net cash flow from financial activity -60.5 -3.1 -5.2%
D. Total net cash flow (A.III + B.III + C.III) -227.3 -101.6 -44.7%
E. Balance sheet change of the level of funds -227.3 -101.6 -44.7%
F. Funds at the beginning of the period 2 081.5 -227.3 -10.9%
G. Funds at the end of the period 2 854.1 -328.9 -17.7%
54.8
-168.8
-114.0
101.5
252.9
-151.4
63.6
-63.6
-328.9
-328.9
1 854.2
1 525.2
Selected profitability indicators 2014 2013
Gross turnover profitability indicators;gross financial results / total receipts 1.52% 1.11%
Gross sales profitability indicator;gross financial results / sales receipts 1.56% 1.13%
Net sales profitability indicator;net financial results / sales receipts 0.99% 0.64%
ROA - return on assets indicator;net financial results / average annual total level of assets 1.15% 0.75%
ROE - profitability indicator of own capital (equity);net financial results / average annual own capital 4.21% 3.01%
2014
Basic values of the cash flow accountmillion PLN
External sources of funding
Leasing resulting from performing agreements concluded
in previous years was the only usage of external funding
for capital expenditure in 2014. The amount of capital
instalments of leasing obligations paid off amounted
to a total of PLN 57.0 million with interest costs at
PLN 6.6 million.
Financial solvency
Throughout the entire year 2014, the financial solvency of
Poczta Polska S.A. was fully secured.
Poczta Polska S.A. restructuring in 2014 also pertained to
the management of financial resources.
The company spent PLN 252.9 million on intangible
assets, fixed materials assets, and financial assets - this
was the main factor resulting in a decrease of the level of
financial resources as at the end of 2014.
Guarantees
In 2014, Poczta Polska S.A. issued no guarantees or
financial guarantees.
Annual Report 2014
78 79
Poczta Polska S.A., as part of its income-related projects:
• introduced new products and services to its offer; this
applied to letter services, parcel services, the sale of
goods and philately materials, and circulation abroad,
• took steps aimed at maximising revenues generated by
services already in its offer by means of, inter alia,
training employees of post offices in up-selling and
cross-selling, internal promotion of services, and
contests for employees. The discipline and efforts of
business units involved in performing revenue-related
projects resulted in successful performance of 98% of
such projects, in spite of the increasingly hard and
competitive market.
Poczta Polska S.A:, as part of its cost-related projects:
• intensified the process for restructuring the network
of its agencies and made procedures for using
vehicles by postmen and support services more
effective - in the Sales Division;
• introduced systemic solutions, implementing, inter
alia, consumption standards and limits and a principle
of co-responsibility for users and managers of
particular cost items - in the Infrastructure Division;
• optimised and standardized processes - in the
Logistical Operations Division;
• centralized IT processes pertaining to, in particular,
purchasing systems and equipment maintenance and
optimized telephone line management processes - in
the IT and Telecommunication Division;
• implemented solutions aimed at employment
optimisation (particularly in the area of
administration) and at a more reasonable usage of
vacancies and resources related to the costs of
remuneration (reimbursement from ZUS).
Savings resulting from performing cost-related initiatives
exceeded the planned objective and reached a level of
135% of the plan. Thanks to such activity, the financial
results of the programme was greater by PLN 60 million
(+23%) than expected. The cost-related initiatives
performed and optimisation activity related to them will
continue to bring positive results also in the years to
come.
In addition to its strictly financial results, the
Development Challenges Programme spurred increased
involvement among employees and presented to them
their role in performing initiatives as part of the
programme and their actual impact on the company’s
financial performance.
Successful performance of the Development Challenges
Programme demonstrated that employees of Poczta
Polska S.A. can focus all their efforts in order to prove
their dedication to and responsibility for achieving
business goals and can work together to meet the very
ambitious goals set for them.
change 2014-2013
change 2014-2013
million PLN
million PLN
structure
stgructure
ASSETS
LIABILITIES
31 XII 2013 million PLN % 201331 XII 2014 2014
31 XII 2013 million PLN % 201331 XII 2014 2014
Fixed assets 2 214.5 101.0 4.6% 45.6%
Intangible assets 96.7 30.4 31.4% 2.0%
Fixed material assets 1 636.5 20.8 1.3% 33.7%
Long-term receivables 3.1 0.3 10.6% 0.1%
Long-term investments 263.2 69.5 26.4% 5.4%
Long-term inter-period settlements 214.9 -20.0 -9.3% 4.4%
Current assets 2 644.2 -292.0 -11.0% 54.4%
Reserves 31.2 7.5 24.0% 0.6%
Short-term receivables 618.3 1.4 0.2% 12.7%
Short-term investments 1 854.2 -327.0 -17.6% 38.2%
Short-term inter-period settlements 140.5 26.1 18.5% 2.9%
TOTAL ASSETS 4 858.7 -191.0 -3.9% 100.0%
2 315.6 49.6%
127.1 2.7%
1 657.4 35.5%
3.4 0.1%
332.7 7.1%
194.9 4.2%
2 352.5 50.4%
38.7 0.8%
619.7 13.3%
1 527.2 32.7%
166.5 3.6%
4 667.7 100.0%
Own capital/funds 1 279.5 41.7 3.3% 26.3%
Share capital 774.1 15.9%
Reserve capital 402.7 102.6 25.5% 8.3%
Profit (loss) from previous years 74.4 -74.4 -100.0% 1.5%
Net profit (loss) in business year 37.0 17.8 48.2% 0.8%
Deductions from net profit in business year -8.7 -4.4 -50.1% -0.2%
Obligations and reserves for obligations 3 579.3 -232.7 -6.5% 73.7%
Reserves for obligations 743.6 -172.6 -23.2% 15.3%
Long-term obligations 85.4 -10.3 -12.1% 1.8%
Short-term obligations 2 183.2 -77.7 -3.6% 44.9%
Inter-period settlements 567.0 28.0 4.9% 11.7%
TOTAL LIABILITIES 4 858.7 -191.0 -3.9% 100.0%
1 321.2 28.3%
774.1 16.6%
505.3 10.8%
0.0 0.0%
54.8 1.2%
-13.1 -0.3%
3 346.6 71.7%
571.0 12.2%
75.1 1.6%
2 105.5 45.1%
595.0 12.7%
4 667.7 100.0%
Consolidated financial performance of Poczta Polska Group
Annual Report 2014
78 79
Poczta Polska S.A., as part of its income-related projects:
• introduced new products and services to its offer; this
applied to letter services, parcel services, the sale of
goods and philately materials, and circulation abroad,
• took steps aimed at maximising revenues generated by
services already in its offer by means of, inter alia,
training employees of post offices in up-selling and
cross-selling, internal promotion of services, and
contests for employees. The discipline and efforts of
business units involved in performing revenue-related
projects resulted in successful performance of 98% of
such projects, in spite of the increasingly hard and
competitive market.
Poczta Polska S.A:, as part of its cost-related projects:
• intensified the process for restructuring the network
of its agencies and made procedures for using
vehicles by postmen and support services more
effective - in the Sales Division;
• introduced systemic solutions, implementing, inter
alia, consumption standards and limits and a principle
of co-responsibility for users and managers of
particular cost items - in the Infrastructure Division;
• optimised and standardized processes - in the
Logistical Operations Division;
• centralized IT processes pertaining to, in particular,
purchasing systems and equipment maintenance and
optimized telephone line management processes - in
the IT and Telecommunication Division;
• implemented solutions aimed at employment
optimisation (particularly in the area of
administration) and at a more reasonable usage of
vacancies and resources related to the costs of
remuneration (reimbursement from ZUS).
Savings resulting from performing cost-related initiatives
exceeded the planned objective and reached a level of
135% of the plan. Thanks to such activity, the financial
results of the programme was greater by PLN 60 million
(+23%) than expected. The cost-related initiatives
performed and optimisation activity related to them will
continue to bring positive results also in the years to
come.
In addition to its strictly financial results, the
Development Challenges Programme spurred increased
involvement among employees and presented to them
their role in performing initiatives as part of the
programme and their actual impact on the company’s
financial performance.
Successful performance of the Development Challenges
Programme demonstrated that employees of Poczta
Polska S.A. can focus all their efforts in order to prove
their dedication to and responsibility for achieving
business goals and can work together to meet the very
ambitious goals set for them.
change 2014-2013
change 2014-2013
million PLN
million PLN
structure
stgructure
ASSETS
LIABILITIES
31 XII 2013 million PLN % 201331 XII 2014 2014
31 XII 2013 million PLN % 201331 XII 2014 2014
Fixed assets 2 214.5 101.0 4.6% 45.6%
Intangible assets 96.7 30.4 31.4% 2.0%
Fixed material assets 1 636.5 20.8 1.3% 33.7%
Long-term receivables 3.1 0.3 10.6% 0.1%
Long-term investments 263.2 69.5 26.4% 5.4%
Long-term inter-period settlements 214.9 -20.0 -9.3% 4.4%
Current assets 2 644.2 -292.0 -11.0% 54.4%
Reserves 31.2 7.5 24.0% 0.6%
Short-term receivables 618.3 1.4 0.2% 12.7%
Short-term investments 1 854.2 -327.0 -17.6% 38.2%
Short-term inter-period settlements 140.5 26.1 18.5% 2.9%
TOTAL ASSETS 4 858.7 -191.0 -3.9% 100.0%
2 315.6 49.6%
127.1 2.7%
1 657.4 35.5%
3.4 0.1%
332.7 7.1%
194.9 4.2%
2 352.5 50.4%
38.7 0.8%
619.7 13.3%
1 527.2 32.7%
166.5 3.6%
4 667.7 100.0%
Own capital/funds 1 279.5 41.7 3.3% 26.3%
Share capital 774.1 15.9%
Reserve capital 402.7 102.6 25.5% 8.3%
Profit (loss) from previous years 74.4 -74.4 -100.0% 1.5%
Net profit (loss) in business year 37.0 17.8 48.2% 0.8%
Deductions from net profit in business year -8.7 -4.4 -50.1% -0.2%
Obligations and reserves for obligations 3 579.3 -232.7 -6.5% 73.7%
Reserves for obligations 743.6 -172.6 -23.2% 15.3%
Long-term obligations 85.4 -10.3 -12.1% 1.8%
Short-term obligations 2 183.2 -77.7 -3.6% 44.9%
Inter-period settlements 567.0 28.0 4.9% 11.7%
TOTAL LIABILITIES 4 858.7 -191.0 -3.9% 100.0%
1 321.2 28.3%
774.1 16.6%
505.3 10.8%
0.0 0.0%
54.8 1.2%
-13.1 -0.3%
3 346.6 71.7%
571.0 12.2%
75.1 1.6%
2 105.5 45.1%
595.0 12.7%
4 667.7 100.0%
Consolidated financial performance of Poczta Polska Group
Annual Report 2014
80 81
change 2014-2013million PLN
BALANCE OF RESULTS
20132014
B. Costs of products, goods, and materials sold: 5 441.2
- including sales to associated entities 54.3
I Production costs of products sold 5 358.0
II Value of goods and materials sold 83.2
C Gross sales profit 378.5
D Costs of commercial activity 28.2
E Common workplace costs 339.2
5 130.7
57.2
5 100.6
30.1
410.7
18.7
360.3
change 2014-2013million PLN
BALANCE OF CASH FLOWS
31 XII 2013 million PLN %31 XII 2014
A. Cash flow from operating activity
I. Net financial results 37.0 17.8 48.2%
II. Adjustment of net results -114.3 -54.5 -47.7%
III. Net funds from operating activity -77.3 -36.6 -47.4%
B. Cash flow from investment activity
I Inflow 57.0 44.6 78.2%
II Expenses 146.5 106.4 72.6%
III. Net cash flow from investment activity -89.5 -61.8 -69.1%
C. Cash flow from financial activity
I Inflow
II Expenses 60.5 3.1 5.2%
III. Net cash flow from financial activity -60.5 -3.1 -5.2%
D. Total net cash flow (A.III + B.III + C.III) -227.3 -101.6 -44.7%
E. Balance sheet change of the level of funds -227.3 -101.6 -44.7%
F. Funds at the beginning of the period 2 081.5 -227.3 -10.9%
G. Funds at the end of the period 1 854.1 -328.9 -17.7%
54.8
-168.8
-114.0
101.5
252.9
-151.4
63.6
-63.6
-328.9
-328.9
1 854.2
1 525.2
20132014
20132014
Gross turnover profitability indicators;
gross financial results / total receipts 1.11%
ROA - return on assets indicator;
net financial results / average annual total level of assets 0.75%
ROE - profitability indicator of own capital (equity);
net financial results / average annual own capital 3.01%
1.52%
1.15%
4.21%
Gross sales profitability indicator;
gross financial results / sales receipts 1.13%
Net sales profitability indicator;
net financial results / sales receipts 0.64%
1.56%
0.99%
SELECTED PROFITABILITY INDICATORS
SALES PROFITABILITY INDICATOR
Annual Report 2014
31 XII 2013 million PLN %31 XII 2014
Receipts 5 945.3 -280.3 -4.7%
Net receipts from the sale of products, goods, and materials 5 819.7 -278.3 -4.8%
Receipts from the sale of services plus markup from the sale
of goods and materials 5 736.5 -225.1 -3.9%
Other operating receipts 75.6 -2.8 -3.7%
Financial receipts 50.1 0.8 1.6%
Costs 5 879.6 -300.8 -5.1%
Costs of basic operating activity 5 808.6 -298.9 -5.1%
Costs of basic operating activity less the purchase value
of goods and materials sold 5 725.4 -245.8 -4.3%
Other operating costs 58.6 0.6 1.1%
Financial costs 12.4 -2.5 -20.1%
Gross results 65.7 20.5 31.2%
Sales results 11.1 20.7 186.4%
Other operating activity results 17.0 -3.4 -20.3%
Financial operations results 37.7 3.3 8.7%
Net results 37.0 17.8 48.2%
Profit remaining at the company’s disposal / Losses to be covered 28.2 13.5 47.7%
5 665.1
5 541.4
5 511.3
72.8
50.9
5 578.8
5 509.6
5 479.6
59.3
9.9
86.2
31.8
13.5
40.9
54.8
41.7
80 81
change 2014-2013million PLN
BALANCE OF RESULTS
20132014
B. Costs of products, goods, and materials sold: 5 441.2
- including sales to associated entities 54.3
I Production costs of products sold 5 358.0
II Value of goods and materials sold 83.2
C Gross sales profit 378.5
D Costs of commercial activity 28.2
E Common workplace costs 339.2
5 130.7
57.2
5 100.6
30.1
410.7
18.7
360.3
change 2014-2013million PLN
BALANCE OF CASH FLOWS
31 XII 2013 million PLN %31 XII 2014
A. Cash flow from operating activity
I. Net financial results 37.0 17.8 48.2%
II. Adjustment of net results -114.3 -54.5 -47.7%
III. Net funds from operating activity -77.3 -36.6 -47.4%
B. Cash flow from investment activity
I Inflow 57.0 44.6 78.2%
II Expenses 146.5 106.4 72.6%
III. Net cash flow from investment activity -89.5 -61.8 -69.1%
C. Cash flow from financial activity
I Inflow
II Expenses 60.5 3.1 5.2%
III. Net cash flow from financial activity -60.5 -3.1 -5.2%
D. Total net cash flow (A.III + B.III + C.III) -227.3 -101.6 -44.7%
E. Balance sheet change of the level of funds -227.3 -101.6 -44.7%
F. Funds at the beginning of the period 2 081.5 -227.3 -10.9%
G. Funds at the end of the period 1 854.1 -328.9 -17.7%
54.8
-168.8
-114.0
101.5
252.9
-151.4
63.6
-63.6
-328.9
-328.9
1 854.2
1 525.2
20132014
20132014
Gross turnover profitability indicators;
gross financial results / total receipts 1.11%
ROA - return on assets indicator;
net financial results / average annual total level of assets 0.75%
ROE - profitability indicator of own capital (equity);
net financial results / average annual own capital 3.01%
1.52%
1.15%
4.21%
Gross sales profitability indicator;
gross financial results / sales receipts 1.13%
Net sales profitability indicator;
net financial results / sales receipts 0.64%
1.56%
0.99%
SELECTED PROFITABILITY INDICATORS
SALES PROFITABILITY INDICATOR
Annual Report 2014
31 XII 2013 million PLN %31 XII 2014
Receipts 5 945.3 -280.3 -4.7%
Net receipts from the sale of products, goods, and materials 5 819.7 -278.3 -4.8%
Receipts from the sale of services plus markup from the sale
of goods and materials 5 736.5 -225.1 -3.9%
Other operating receipts 75.6 -2.8 -3.7%
Financial receipts 50.1 0.8 1.6%
Costs 5 879.6 -300.8 -5.1%
Costs of basic operating activity 5 808.6 -298.9 -5.1%
Costs of basic operating activity less the purchase value
of goods and materials sold 5 725.4 -245.8 -4.3%
Other operating costs 58.6 0.6 1.1%
Financial costs 12.4 -2.5 -20.1%
Gross results 65.7 20.5 31.2%
Sales results 11.1 20.7 186.4%
Other operating activity results 17.0 -3.4 -20.3%
Financial operations results 37.7 3.3 8.7%
Net results 37.0 17.8 48.2%
Profit remaining at the company’s disposal / Losses to be covered 28.2 13.5 47.7%
5 665.1
5 541.4
5 511.3
72.8
50.9
5 578.8
5 509.6
5 479.6
59.3
9.9
86.2
31.8
13.5
40.9
54.8
41.7
82 83
20132014
20132014
20132014
Fixed assets turnover rate;
sales receipts / fixed assets 2.63
Current assets turnover rate;
sales receipts / current assets 2.20
Total assets turnover rate;
sales receipts / total assets 1.20
2.39
2.36
1.19
Current financial solvency indicators (3rd level);
current assets / short-term obligations 1.21
Fast financial solvency indicators (2nd level);
(current assets - reserves) / short-term obligations 1.20
Instant financial solvency indicators (2nd level);
short-term investments / short-term obligations 0.85
1.12
1.10
0.73
Asset coverage with own capital indicator;
own capital / total assets 0.26
Fixed asset coverage with own capital indicator;
own capital / fixed assets 0.58
Fixed asset coverage with constant capital indicator;
(own capital + reserve capital for obligations + long-term obligations) / fixed assets 0.95
Current asset coverage with short-term capital indicator;
(short-term obligations + inter-period settlements) / current assets 1.04
0.28
0.57
0.85
1.15
ASSET PRODUCTIVITY INDICATORS
FINANCIAL SOLVENCY INDICATORS
ASSET FINANCING INDICATORS
change 2014-2013million PLN
SELECTED FINANCIAL DATA
31 XII 2013 million PLN %31 XII 2014
Receipts 5 945.3 -280.3 -4.7%
Costs 5 879.6 -300.8 -5.1%
1Business results 56.8 15.7 27.6%
Gross financial results 65.7 20.5 31.2%
Net financial results 37.0 17.8 48.2%
Profit remaining at the company’s disposal / Losses to be covered 28.2 13.5 47.7%
EBITDA 221.2 30.0 13.6%
5 665.1
5 578.8
72.5
86.2
54.8
41.7
251.2
1 Business results 1 - gross results after elimination of real estate sales and investments in real estate within Poczta Polska S.A.
change 2014-2013million PLN
SELECTED FINANCIAL DATA
31 XII 2013 million PLN %31 XII 2014
Receipts 6.509.4 -189.7 -2.9%
Costs 6 422.3 -238.4 -3.7%
Business results 2 84.7 43.6 27.6%
Gross financial results 93.5 48.5 31.2%
Net financial results 44.0 33.4 48.2%
Profit remaining at the company’s disposal / Losses to be covered 35.3 29.0 47.7%
6 319.7
6 183.9
128.3
142.0
77.4
64.3
2 Business results 2 - gross results after elimination of real estate sales and investments in real estate within Poczta Polska S.A.
change 2014-2013million PLN
BALANCE OF RESULTS
GROUP
31 XII 2013 million PLN %31 XII 2014
Receipts 6.509.4 -189.7 -2.9%
Net receipts from the sale of products, goods, and materials 6 317.0 -258.2 -4.1%
Net receipts from the sale of products 6 174.0 -190.4 -3.1%
Net receipts from the sale of goods, and materials 143.0 -67.8 -47.4%
Other operating receipts 85.8 -4.5 -5.2%
Financial receipts 106.5 73.0 68.5%
Costs 6 422.3 238.4 -3.7%
Costs of basic operating activity 6 229.4 -307.5 -4.9%
Other operating costs 61.9 3.9 6.3%
Financial costs 131.1 65.1 49.7%
Profit (loss) from participation in subordinate units, evaluated using
the equity method 6.5 -0.3 -4.6%
Gross results 93.5 48.5 51.9%
Sales results 87.7 49.2 56.1%
Other operating activity results 24.0 -8.5 -35.4%
Financial operations results -24.6 7.9 32.1%
Net results 44.0 33.4 75.9%
Profit remaining at the company’s disposal / Losses to be covered 35.3 29.0 82.2%
6 319.7
6 058.8
5 983.6
75.2
81.3
179.5
6 183.9
5 921.9
65.8
196.2
6.2
142.0
136.9
15.5
-16.7
77.4
64.3
Annual Report 2014
82 83
20132014
20132014
20132014
Fixed assets turnover rate;
sales receipts / fixed assets 2.63
Current assets turnover rate;
sales receipts / current assets 2.20
Total assets turnover rate;
sales receipts / total assets 1.20
2.39
2.36
1.19
Current financial solvency indicators (3rd level);
current assets / short-term obligations 1.21
Fast financial solvency indicators (2nd level);
(current assets - reserves) / short-term obligations 1.20
Instant financial solvency indicators (2nd level);
short-term investments / short-term obligations 0.85
1.12
1.10
0.73
Asset coverage with own capital indicator;
own capital / total assets 0.26
Fixed asset coverage with own capital indicator;
own capital / fixed assets 0.58
Fixed asset coverage with constant capital indicator;
(own capital + reserve capital for obligations + long-term obligations) / fixed assets 0.95
Current asset coverage with short-term capital indicator;
(short-term obligations + inter-period settlements) / current assets 1.04
0.28
0.57
0.85
1.15
ASSET PRODUCTIVITY INDICATORS
FINANCIAL SOLVENCY INDICATORS
ASSET FINANCING INDICATORS
change 2014-2013million PLN
SELECTED FINANCIAL DATA
31 XII 2013 million PLN %31 XII 2014
Receipts 5 945.3 -280.3 -4.7%
Costs 5 879.6 -300.8 -5.1%
1Business results 56.8 15.7 27.6%
Gross financial results 65.7 20.5 31.2%
Net financial results 37.0 17.8 48.2%
Profit remaining at the company’s disposal / Losses to be covered 28.2 13.5 47.7%
EBITDA 221.2 30.0 13.6%
5 665.1
5 578.8
72.5
86.2
54.8
41.7
251.2
1 Business results 1 - gross results after elimination of real estate sales and investments in real estate within Poczta Polska S.A.
change 2014-2013million PLN
SELECTED FINANCIAL DATA
31 XII 2013 million PLN %31 XII 2014
Receipts 6.509.4 -189.7 -2.9%
Costs 6 422.3 -238.4 -3.7%
Business results 2 84.7 43.6 27.6%
Gross financial results 93.5 48.5 31.2%
Net financial results 44.0 33.4 48.2%
Profit remaining at the company’s disposal / Losses to be covered 35.3 29.0 47.7%
6 319.7
6 183.9
128.3
142.0
77.4
64.3
2 Business results 2 - gross results after elimination of real estate sales and investments in real estate within Poczta Polska S.A.
change 2014-2013million PLN
BALANCE OF RESULTS
GROUP
31 XII 2013 million PLN %31 XII 2014
Receipts 6.509.4 -189.7 -2.9%
Net receipts from the sale of products, goods, and materials 6 317.0 -258.2 -4.1%
Net receipts from the sale of products 6 174.0 -190.4 -3.1%
Net receipts from the sale of goods, and materials 143.0 -67.8 -47.4%
Other operating receipts 85.8 -4.5 -5.2%
Financial receipts 106.5 73.0 68.5%
Costs 6 422.3 238.4 -3.7%
Costs of basic operating activity 6 229.4 -307.5 -4.9%
Other operating costs 61.9 3.9 6.3%
Financial costs 131.1 65.1 49.7%
Profit (loss) from participation in subordinate units, evaluated using
the equity method 6.5 -0.3 -4.6%
Gross results 93.5 48.5 51.9%
Sales results 87.7 49.2 56.1%
Other operating activity results 24.0 -8.5 -35.4%
Financial operations results -24.6 7.9 32.1%
Net results 44.0 33.4 75.9%
Profit remaining at the company’s disposal / Losses to be covered 35.3 29.0 82.2%
6 319.7
6 058.8
5 983.6
75.2
81.3
179.5
6 183.9
5 921.9
65.8
196.2
6.2
142.0
136.9
15.5
-16.7
77.4
64.3
Annual Report 2014
84 85
change 2014-2013
change 2014-2013
million PLN
million PLN
structure
structure
ASSETS
LIABILITIES
31 XII 2013 million PLN % 201331 XII 2014 2014
31 XII 2013 million PLN % 201331 XII 2014 2014
Fixed assets 7 296.5 254.9 3.5% 65.4%
Intangible assets 135.2 46.1 34.1% 1.2%
Value of subordinate unit businesses 2.4
Fixed material assets 1 684.4 23.7 1.4% 15.1%
Long-term receivables 3.5 0.8 22.9% 0.03%
Long-term investments 5 219.2 193.9 3.7% 46.8%
Long-term inter-period settlements 254.2 -12.0 -4.7% 2.3%
Current assets 3 853.9 50.6 1.3% 34.6%
Reserves 31.9 8.1 25.4% 0.3%
Short-term receivables 561.4 -3.1 -0.6% 5.0%
Short-term investments 3 107.6 23.5 0.8% 27.9%
Short-term inter-period settlements 153.0 22.1 14.4% 1.4%
TOTAL ASSETS 11 150.4 305.5 2.7% 100.0%
7 551.4 65.9%
181.3 1.6%
2.4 0.02%
1 708.1 14.9%
4.3 0.04%
5 413.1 47.3%
242.2 2.1%
3 904.5 34.1%
40.0 0.3%
558.3 4.9%
3 131.1 27.3%
175.1 1.5%
11 455.9 100.0%
Own capital/funds 1 439.5 67.5 4.7% 12.9%
Share capital 774.1 0.0% 6.8% 6.9%
Reserve capital 399.1 103.6 26.0% 3.6%
Evaluation update capital -1.0 3.2 320.0% -0.01%
Other reserve capital 166.4 14.0 8.4% 1.5%
Profit (loss) from previous years 65.6 -82.3 -125.5% 0.6%
Net profit (loss) in business year 44.0 33.4 75.9% 0.4%
Deductions from net profit in business year -8.7 -4.4 -50.6% -0.1%
Minority capital 101.9 13.1 12.9% 0.9%
Obligations and reserves for obligations 9 609.0 224.9 2.3% 86.2%
Reserves for obligations 771.6 -161.8 -21.0% 6.9%
Long-term obligations 646.6 261.6 40.5% 5.8%
Short-term obligations 7 547.4 150.2 2.0% 67.7%
Inter-period settlements 643.4 -25.1 -3.9% 5.8%
TOTAL LIABILITIES 11 150.4 305.5 2.7% 100.0%
1 507.0 13.2%
774.1
502.7 4.4%
2.2 0.02%
180.4 1.6%
-16.7 -0.1%
77.4 0.7%
-13.1 -0.1%
115.0 1.0%
9 833.9 85.8%
609.8 5.3%
908.2 7.9%
7 697.6 67.2%
618.3 5.4%
11 455.9 100.0%
20132014
20132014
20132014
20132014
Gross turnover profitability indicator;
gross financial results / total receipts 1.44%
ROA - asset profitability indicator;
net financial results / average annual total level of assets 0.40%
ROE - profitability indicator of own capital (equity);
net financial results / average annual own capital 3.17%
Total assets turnover rate;
sales receipts / total assets 0.57
2.25%
0.68%
5.25%
0.53
Asset coverage with own capital indicator;
own capital / total assets 0.13
Fixed asset coverage with own capital indicator;
own capital / fixed assets 0.20
Fixed asset coverage with constant capital indicator;
(own capital + reserve capital for obligations + long-term obligations) / fixed assets 0.39
Current asset coverage with short-term capital indicator;
(short-term obligations + inter-period settlements) / current assets 2.13
0.13
0.20
0.40
2.13
Gross sales profitability indicator;
gross financial results / sales receipts 1.48%
Net sales profitability indicator;
net financial results / sales receipts 0.70%
2.34%
1.28%
Fixed assets turnover rate;
sales receipts / fixed assets 0.87
Current assets turnover rate;
sales receipts / current assets 1.64
0.80
1.55
SELECTED PROFITABILITY INDICATORS
ASSET FINANCING INDICATORS
SALES PROFITABILITY INDICATOR
ASSET PRODUCTIVITY INDICATORS
20132014
Current financial solvency indicators (3rd level);
current assets / short-term obligations 0.51
Fast financial solvency indicators (2nd level);
(current assets - reserves) / short-term obligations 0.51
Instant financial solvency indicators (2nd level);
short-term investments / short-term obligations 0.41
0.51
0.50
0.41
FINANCIAL SOLVENCY INDICATORS
Annual Report 2014
84 85
change 2014-2013
change 2014-2013
million PLN
million PLN
structure
structure
ASSETS
LIABILITIES
31 XII 2013 million PLN % 201331 XII 2014 2014
31 XII 2013 million PLN % 201331 XII 2014 2014
Fixed assets 7 296.5 254.9 3.5% 65.4%
Intangible assets 135.2 46.1 34.1% 1.2%
Value of subordinate unit businesses 2.4
Fixed material assets 1 684.4 23.7 1.4% 15.1%
Long-term receivables 3.5 0.8 22.9% 0.03%
Long-term investments 5 219.2 193.9 3.7% 46.8%
Long-term inter-period settlements 254.2 -12.0 -4.7% 2.3%
Current assets 3 853.9 50.6 1.3% 34.6%
Reserves 31.9 8.1 25.4% 0.3%
Short-term receivables 561.4 -3.1 -0.6% 5.0%
Short-term investments 3 107.6 23.5 0.8% 27.9%
Short-term inter-period settlements 153.0 22.1 14.4% 1.4%
TOTAL ASSETS 11 150.4 305.5 2.7% 100.0%
7 551.4 65.9%
181.3 1.6%
2.4 0.02%
1 708.1 14.9%
4.3 0.04%
5 413.1 47.3%
242.2 2.1%
3 904.5 34.1%
40.0 0.3%
558.3 4.9%
3 131.1 27.3%
175.1 1.5%
11 455.9 100.0%
Own capital/funds 1 439.5 67.5 4.7% 12.9%
Share capital 774.1 0.0% 6.8% 6.9%
Reserve capital 399.1 103.6 26.0% 3.6%
Evaluation update capital -1.0 3.2 320.0% -0.01%
Other reserve capital 166.4 14.0 8.4% 1.5%
Profit (loss) from previous years 65.6 -82.3 -125.5% 0.6%
Net profit (loss) in business year 44.0 33.4 75.9% 0.4%
Deductions from net profit in business year -8.7 -4.4 -50.6% -0.1%
Minority capital 101.9 13.1 12.9% 0.9%
Obligations and reserves for obligations 9 609.0 224.9 2.3% 86.2%
Reserves for obligations 771.6 -161.8 -21.0% 6.9%
Long-term obligations 646.6 261.6 40.5% 5.8%
Short-term obligations 7 547.4 150.2 2.0% 67.7%
Inter-period settlements 643.4 -25.1 -3.9% 5.8%
TOTAL LIABILITIES 11 150.4 305.5 2.7% 100.0%
1 507.0 13.2%
774.1
502.7 4.4%
2.2 0.02%
180.4 1.6%
-16.7 -0.1%
77.4 0.7%
-13.1 -0.1%
115.0 1.0%
9 833.9 85.8%
609.8 5.3%
908.2 7.9%
7 697.6 67.2%
618.3 5.4%
11 455.9 100.0%
20132014
20132014
20132014
20132014
Gross turnover profitability indicator;
gross financial results / total receipts 1.44%
ROA - asset profitability indicator;
net financial results / average annual total level of assets 0.40%
ROE - profitability indicator of own capital (equity);
net financial results / average annual own capital 3.17%
Total assets turnover rate;
sales receipts / total assets 0.57
2.25%
0.68%
5.25%
0.53
Asset coverage with own capital indicator;
own capital / total assets 0.13
Fixed asset coverage with own capital indicator;
own capital / fixed assets 0.20
Fixed asset coverage with constant capital indicator;
(own capital + reserve capital for obligations + long-term obligations) / fixed assets 0.39
Current asset coverage with short-term capital indicator;
(short-term obligations + inter-period settlements) / current assets 2.13
0.13
0.20
0.40
2.13
Gross sales profitability indicator;
gross financial results / sales receipts 1.48%
Net sales profitability indicator;
net financial results / sales receipts 0.70%
2.34%
1.28%
Fixed assets turnover rate;
sales receipts / fixed assets 0.87
Current assets turnover rate;
sales receipts / current assets 1.64
0.80
1.55
SELECTED PROFITABILITY INDICATORS
ASSET FINANCING INDICATORS
SALES PROFITABILITY INDICATOR
ASSET PRODUCTIVITY INDICATORS
20132014
Current financial solvency indicators (3rd level);
current assets / short-term obligations 0.51
Fast financial solvency indicators (2nd level);
(current assets - reserves) / short-term obligations 0.51
Instant financial solvency indicators (2nd level);
short-term investments / short-term obligations 0.41
0.51
0.50
0.41
FINANCIAL SOLVENCY INDICATORS
Annual Report 2014
86 87Annual Report 2014
86 87Annual Report 2014
ul. Rodziny Hiszpańskich 8, 00-940 WarszawaTax ID (NIP): 525-000-73-13, National Court Register (KRS): 0000334972Court of registration: District Court for the capital city of WarsawShare capital: 774 140 000, fully paid-in
www.poczta-polska.pl
Poczta Polska S.A.
