Our people

A workplace that inspires

We have over 49,000 employees, and are one of the largest employers in the Netherlands. If it weren’t for al these people, there would be no PostNL. They are the base of our success. That is why we want to create a work environment where people feel safe and be the best they can.

Four leading behaviours

We foster a culture that advocates four leading behaviours. These are vital for realising our ambitions for the future, for they help us be a company where employees can make a difference for all our customers. 

  • Working together for OnePostNL 
  • Being fact-based and decisive 
  • Taking ownership for results and timely delivery 
  • Being innovative and customers oriented 

How we embed these cultural behaviours in our day-to-day operations is just as important. That is why they are an important part of our annual plans and performance management practices. The cultural behaviours are also embedded in our leadership competences, which are the base of our talent programs and evaluation cycles. Every year we carry out a survey, asking employees how they experience the culture in their own work environment, and we use this feedback to improve our practices.

Fit for the future

Having the right talent at the right spot: that is vital for the future of our company, from technical operators who manage complex sorting machines to senior managers mapping our long-term strategy. That is why we always stimulate people to keep working on their own employability, developing their skills professionally and personally. Every employee has access to a large number of trainings and courses, offered by the digital PostNL Academy. 

We want to stay a healthy and flexible company for the future, which is why we are sizing down when necessary. For those who have to leave us, we provide support, training, budgets, internships and contact with potential new employers, through our internal job programme Mobility. Since the start in 2006, Mobility has helped around 8,000 employees move to another job outside PostNL.

Case Mobility

Case: Mobility

Room for talent

We look closely at the skills future leaders will require and we use our succession plans and training programs to identify and develop in-house talent. This is of vital importance if we want to be able to grow as a company. We strive to evaluate the performance of our high-potential employees and senior managers twice per year, including development and internal growth. In 2015, we evaluated 2,000 employees through our Talent Reviews and Resource Committees, with the aim of identifying future leaders and specialists. We also hired forty new trainees for our Young Executive Program (YEP).

Case Career Development

Case: Career development

Employee engagement

Employees who are proud of our company and willing to go the extra mile, are an important driver for success. They contribute to our service, quality and customer satisfaction, and cooperate well. That is why our four cultural behaviours have to be embedded in our day-to-day operations and be experienced by all our employees. That is why each year we carry out an engagement survey throughout the company. The results are evaluated thoroughly, and are important input for internal programmes fostering the PostNL culture. In 2015, our employee engagement went up from 59 to 64 percent, and our aim is to continuously improve this score.


We feel that our workforce and management should reflect the diversity within society. So we can offer an place where employees feel comfortable, wherever they work. This is a major condition for a healthy, more sustainable work environment. That is why we committed ourselves to improving diversity throughout the company, by signing the international Diversity Charter. We aim to achieve this with multiple initiatives: 

  • In 2015, we trained approximately 1,000 managers and employees on cultural awareness and how to act as a role model. These trainings included team brainstorming sessions on how managers can introduce relevant cultural aspects into their work. 
  • In 2015, we also hired a programme manager Diversity and Inclusion, who is, amongst other activities, committed to our ambition to employ more people in managerial positions with a multicultural background. 
  • Our Women’s Inclusion Network (WIN) gives support and extra attention to ambitious women within our organisation, by offering a mentoring programme and workshops. Since the start, in 2012, the number of women in management positions went up from 21 to 23 percent in 2015. 
  • We support several communities to stimulate diversity, including Pride, the gay, lesbian, bi- and transsexual network. Furthermore, we participate in events and initiatives to promote and stimulate diversity, such as the Canal Parade of Gay Pride. This year for the first time we participated in the Workplace Pride Benchmark. We made first place in our category, ‘other’.
Case Inclusion

Case: Inclusion