I nvestor presentation First quarter 2 0 1 8 May - June 2 0 1 8 I - - PowerPoint PPT Presentation

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I nvestor presentation First quarter 2 0 1 8 May - June 2 0 1 8 I - - PowerPoint PPT Presentation

I nvestor presentation First quarter 2 0 1 8 May - June 2 0 1 8 I nvestor presentation first quarter 2 0 1 8 Contents Financial Calendar bpost at a glance Relationship with State 34 More on corporate.bpost.be/ investors Management


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May - June 2 0 1 8

I nvestor presentation

First quarter 2 0 1 8

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I nvestor presentation first quarter 2 0 1 8

Financial Calendar

bpost at a glance Highlights 1Q18 – 4 Outlook 2018 – 5 Overview – 6 Products – 7 Strategy – 8 Domestic Mail: volume & revenue – 9 Domestic Mail: regulation – 10 Domestic Parcels – 11 International Parcels – 12 & 13 Additional sources of revenues – 14 M&A strategy – 15 Radial – 16-21 DynaGroup – 22 Ubiway – 23 Transformation – 24 Vision 2020 – 25 & 26 Productivity – 27 Hybrid network – 28 Stakeholders – 29 CSR strategy – 30 Dividend policy – 31 Summary of key financials FY17 – 32 Balance sheet – 33 More detail on 1 Q1 8 EBITDA bridge – 37 Key financials – 38 Revenues – 39 Domestic Mail – 40 Parcels – 41 Additional sources of revenues – 42 Costs – 43 Cash flow – 44

Contents

Additional I nfo European mail market – 46 Key contacts – 47 Relationship with State – 34 Management – 35

1

as defined among others under the U.S. Private Securities Litigation Reform Act of 1995

Disclaim er

This presentation is based on information published by bpost in its First Quarter 2018 Interim Financial Report, made available on May, 2nd 2018 at 5.45pm CET, and in its 2017 Annual Report both available on corporate.bpost.be/investors. This information forms regulated information as defined in the Royal Decree of 14 November 2007. The information in this document may include forward-looking statements1, which are based on current expectations and projections of management about future events. By their nature, forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties, assumptions and other factors because they relate to events and depend on circumstances that will occur in the future whether or not outside the control of the Company. Such factors may cause actual results, performance or developments to differ materially from those expressed or implied by such forward-looking statements. Accordingly, no assurance is given that such forward-looking statements will prove to have been correct. They speak only as at the date of the Presentation and the Company undertakes no obligation to update these forward-looking statements contained herein to reflect actual results, changes in assumptions or changes in factors affecting these statements. This material is not intended as and does not constitute an offer to sell any securities or a solicitation of any offer to purchase any securities.

More on corporate.bpost.be/ investors

2 1 .0 6 .2 0 1 8

Capital Markets Day (Brussels)

0 8 .0 8 .2 0 1 8

( 1 7 :4 5 CET) Quarterly results 2Q18

0 7 .1 1 .2 0 1 8

( 1 7 :4 5 CET) Quarterly results 3Q18

0 3 .1 2 .2 0 1 8

( 1 7 :4 5 CET) Interim dividend 2018 announcement

1 0 .1 2 .2 0 1 8

Payment date of the interim dividend

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bpost at a glance

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4

bpost at a glance

Highlights of 1 Q1 8

Underlying Dom estic Mail evolution

  • 6.6% vs. the best quarter of 2017 at -4.7%
  • Transactional Mail at -6.7% improved vs. FY17 at -8.1%
  • Advertising Mail impacted by phasing towards 2Q18 and one-off campaigns last year

Organic costs im pacted by higher parcels volum es, w age drift & absenteeism

  • Opex influenced by acquisitions (€ + 212.5m)
  • Organic cost increase mainly in payroll & interim, transport, rent & project related costs

Outstanding parcels perform ance

  • Domestic: continued double-digit volume growth driven by thriving e-commerce

and C2C; price/ mix effect of -6.1% fully mix related

  • Logistic Solutions: mainly driven by Radial acquisition (€ + 193.4m)
  • 6 .6 %

+ 2 8 .3 % + € 1 9 8 .0 m + € 2 3 1 .5 m

Revenues up 2 7 .0 %

  • Driven by acquisitions and continued strong parcels growth, partly offset by

declining Domestic Mail revenues

€ 9 1 6 .2 m

EBI TDA below last year, in line w ith guidance BGAAP net profit of bpost SA/ NV 2 0 1 8 outlook: norm alized EBI TDA at the low end of the range due to m ail volum e decline, absenteeism and productivity in parcel sorting; dividend at least € 1 .3 1

€ 1 4 0 .2 m € 7 2 .3 m

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5

bpost at a glance

Outlook for 2 0 1 8 1

Norm alized EBI TDA at the low end of the € 5 6 0 to 6 0 0 m range Dividend paym ent at least at the sam e level as 2 0 1 7

Revenues

Increase driven by:

  • Growth in dom estic parcels: volume double

digit, price/ mix effect between -3% and -6%

  • Continued growth in international parcels

supported by newly acquired businesses

  • Stable Radial revenues
  • Partly offset by volume decline in dom estic

m ail2 up to -7% , average domestic mail price/ mix effect of + 4%

  • Continued decline in Banking & Financial

revenue

Operating expenses

Increase driven by:

  • Increase in transport cost (reflecting growth in

International Parcels & Mail)

  • Consolidation of acquired businesses
  • Salary indexation expected as of November

2018

  • Radial costs impacted by phase out w ebstore

business and higher than expected opex (medical benefits & inflation) not fully compensated by productivity improvements

  • Partly compensated by continued productivity

im provem ents and optim ized FTE m ix and

  • Continued cost optim ization

Capex

  • Recurring & Vision 2020 investments and business development investments for new subsidiaries

(Radial, Ubiway and Dynagroup) for an estimated total amount of ~ € 140m

1

Outlook for 2018 includes the acquisitions of Radial, Bubble Post, Leen Menken, I mex, M.A.I .L., I nc. and Active Ants

2

2Q18 will count 1 working day less on stamps, 3Q18 will count 1 working day more on franking machines and 2 more on stamps and 4Q18 will count 2 working days more on franking machines vs. the same quarters of 2017.

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Belgium ’s leading postal operator

bpost at a glance

2017 figures (normalized)

Leading m arket position in the resilient Belgian m ail m arket with a balanced regulatory framework Focused m ail and parcels business with a proven strategy for profitable growth Scope for continued cost im provem ents Strong financial perform ance supporting a high level of cash flow generation and dividends Proven perform ance track record

Built on strong foundations and w ith am bitious targets € 3 .0 bn

revenues

€ 5 9 8 .0 m

1 9 .8 % EBITDA

€ 5 0 1 .6 m

1 6 .6 % EBIT

€ 3 2 9 .3 m

net profit

8 .1 m

letters handled every day

1 9 0 ,0 0 0

parcels handled every day

6 6 2 6 7 4

post franchised

  • ffices

post points

5

sorting centres

2 6 ,9 0 6

average # FTE & interims

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A m odern and diversified m ail operator

bpost at a glance

Dom estic Mail € 1,353m 45%

Transactional m ail

1 45% Domestic Mail, 26% Parcels, 27% Additional sources of revenues and 1% Corporate revenue 2 I ncluding a.o. SGEI compensation for the retail network, philately and retailer products

€ 808m 27%

Parcels € 796m 26% Additional sources of revenues € 832m 27%

€ 3 ,0 2 4 m 1

revenues 2017 Advertising m ail € 253m 8% Press € 293m 10% Dom estic € 224m 7% I nternational € 223m 7% Logistic Solutions € 349m 12% I nternational m ail € 160m 5% Value added services € 102m 3% Banking and finance € 183m 6% Distribution € 98m 3%

One integrated dom estic distribution netw ork for mail and

parcels

I nternational player

hubs in London LHR and Brussels strategically located facilities in US, Canada, the Netherlands, Germany, Spain, Poland, China, HK, Singapore, Australia and New Zealand

Revenues % of total

Retail & Other 2 € 289m 10%

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Focused strategy to create value and rew ard shareholders

bpost at a glance

W e are m ail W e grow W e are lean, agile & flexible W e are @core

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W e are m ail - w e continue to focus on core m ail business

Volum e & revenue drivers

bpost at a glance

1

Services of General Economic I nterest

Transactional m ail Advertising m ail Press

  • E-substitution (volume impact): mainly banking/ insurance & telco & utilities combined with higher

acceptance of e-documents at the receiver’s side

  • Rationalization (volume & price impact): systematic optimization of outgoing mail flows resulting in

lower volumes which shift towards cheaper products

  • Consolidation of m ail volum es (price impact): smaller mail volumes are bundled by consolidators
  • Strongly linked to GDP grow th (+ 1.7% in 2017, forecast 2018: + 1.8% )
  • Marketing m ix is more balanced betw een different channels
  • Focus on 6 key segm ents with growth potential: retail & distribution (food +

non-food), automotive, FMCG (food), retail fashion, home, SMEs

  • Distribution of newspapers and periodicals are both part of the SGEIs1
  • Revenues consist of:
  • Compensation from the Belgian State: agreed in the newspapers and periodicals contracts (cfr. p. 33)
  • Invoices sent directly to the editors

I llustration for search, number of times considered important per 100 purchases, end-to-end

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bpost at a glance

Designated provider of the Universal Service Obligation until end 2 0 2 3 Fully liberalized m arket since 2 0 1 1 w ith clear licensing conditions Stable & predictable m ail pricing regulation

  • Collection, sorting, transport and distribution of postal items up to 2kg and single piece postal

packages up to 10kg

  • Collect and deliver 5 x per w eek
  • Cover full territory of Belgium for collection and delivery of items belonging to universal service
  • Apply uniform tariffs and an identical service across the territory
  • 3 operational licensing conditions (geographical coverage, frequency of distribution and uniform pricing
  • ver entire territory) rem oved
  • Employ contractual workers m aintained
  • For single piece mail & USO parcels falling within “small user basket”: 5 criteria to comply with, i.e.

(1) affordability, (2) non-discrimination, (3) transparency, (4) uniformity and (5) cost orientation

  • Volume and operational discounts allow ed for other USO products (bulk)
  • New price cap form ula to check affordability & cost orientation
  • Price cap = inflation - (volume evolution + cost reduction factor x efficiency gains sharing factor)
  • Price increases done in practice on a yearly basis: + 4 .7 % on average in 2 0 1 8 on all domestic mail

items

W e are m ail - w e continue to focus on core m ail business

Regulatory aspects – New Postal Law into force since 1 0 February 2 0 1 8

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W e grow – Dom estic Parcels

W e have an established position in dom estic parcels

bpost at a glance

Unique selling proposition

Offer best last m ile and broadest delivery options, supported by acquisitions and partnerships:

  • Home delivery 7/ 7 & evening delivery, including high-end deliveries (2-man)
  • > 2,200 pick-up & drop-off points (incl. 1,000 open access Kariboo! points)
  • 152 parcel lockers in B (> 450 Cubee lockers by end 2018), 61 de Buren lockers in NL
  • Click & Collect
  • Non-exclusive partnership with DPDHL for B2C parcel delivery into Belgium

Am bition: We want to capture e-commerce growth and realize profitable volum e grow th of at least + 7 5 % by 2 0 2 0 (vs. 2015).

CAGR 2016-20, % 0 -4 % C2 C B2 B B2 C ~ 5 % ~ 1 5 % B2 C C2 C B2 B 2 0 1 6 parcel m arket 1 100% = € 1,285m

1

Source: Effigy, 2017 not yet available

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bpost at a glance

W e grow – I nternational Parcels

bpost has a global footprint through Landm ark Global and a nation-w ide coverage in the US through Radial Asset-light business m odel Strategic locations in

1 3

countries

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bpost at a glance

W e grow – I nternational Parcels

W e enable global e-com m erce through Landm ark Global

Unique selling proposition Am bition

We want to at least double international parcels revenues by 2020 (vs. 2015) through a continued focus on cross border parcel shipm ents:

  • North America and Australia: we will continue

profitable growth

  • Europe: we aim to become a stronger leader in

parcels

  • Asia: we want to gain a substantial footprint

Support m id-sized e-tailers to expand their business beyond their national borders Provide additional services enabling customers to reach new m arkets at a reasonable cost w ithout disruption

  • Fulfillment services as an absolute differentiator
  • Full range of e-commerce and end-to-end

solutions Offer services to m ore com plex developing m arkets (e.g. Mexico and Brazil)

Enablers to realize our strategy

Further leverage our state of the art technology system Mercury

  • Proprietary technology
  • Web-based, carrier-neutral platform
  • Easy integration with clients, vendors and new

acquisitions Acquisitions and partnerships are key

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W e grow

bpost has other sources of revenues besides m ail and parcels

bpost at a glance

Mail originating from foreign countries and delivered to other countries

I nternational m ail

W hat? Asset-light business m odel and fully variable costs Dedicated sorting centre and hub in Brussels Active in the US, Europe and Asia Business m odel Custom er specific solutions which leverage our key assets: last m ile, retail netw ork and financial backbone

Value added services

Collect and handling services for mail Services at the front door (license plates, decoder swap, bclose) Solutions tailored to specific needs Associate 50/ 50 with BNP Paribas Fortis (bpost is sole retail agent) Agent of bpost bank ~ 50% of revenue (commissions) Payment services, cash at the counter, public finance solutions Direct offering ~ 50% of revenue

Banking & finance

decoder swap bclose Traffic fines Permit Check

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W e grow

W e also support grow th through selective and targeted M&A

bpost at a glance

Rationale

Respond to and anticipate m arket trends

  • Fast growing e-commerce
  • Growing demand for

convenience and proximity

  • Leverage combination of

mail and digital solutions Leverage our strong balance sheet Create an even stronger

  • perator in a globalizing

market

M&A strategy

Bolt-on acquisitions to be the strategic partner of choice for our customers Diversify in grow ing and profitable m arkets linked to

  • ur core competencies

Leverage and m onetize our know -how in successful transform ation of a postal company Cross-border postal consolidation to create a stronger domestic and international operator

I llustrations

1 Not realized 1 1

Close to our core business I m prove our proxim ity and convenience product offering Strict investm ent criteria Maintain sustainable dividend policy Maintain financial solidity

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bpost at a glance

Key data

  • Sales 2 0 1 7 : $ 1 ,0 8 2 m
  • Normalized EBI TDA 2 0 1 7 : $ 5 7 m
  • 6,200 FTEs
  • 24 fulfillment centers (of which 2 in Europe)
  • 100% acquisition of the shares
  • Enterprise Value: $ 8 2 0 m
  • Financed with a bridge facility at closing (16

November 2017)

W e accelerate the expansion of our e-com m erce logistics business

Acquisition of US-based

  • Expected total integration costs in 2018 & ‘19:

$ 3 5 m to $ 4 0 m , frontloaded in 2018 and mainly relating to EBITDA impact of webstore phase-out

  • Capex: $ 3 5 to $ 4 0 m / year
  • Losses carried forward in the next 3 years

Financial indicators

Om nichannel technology Optimizing efficiency of order management, ship-from- store and in-store pick up

~ 1 5 -2 0 %

Paym ent, tax & fraud protection services Processing global payments, maximizing successful authorization and reconciling tax districts and global duties W arehouse m anagem ent & fulfillm ent services Adapting warehouse management and parcels preparation to e-commerce with pragmatic automation Transport m anagem ent & last-m ile delivery and returns Managing a large network of carriers for a seamless customer experience

~ 7 0 -7 5 %

Custom er Care Services & Technology Having a single view of customer’s history and profile combined with leading self-service tech

~ 1 0 %

% based on normalized 2017 revenues

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bpost at a glance

Radial diagnostic & action plan

Diagnostic

  • Radial has a strong value proposition in a growing industry and the required operations to deliver that

proposition.

  • Phase-out of webstore business, decided in 2014, will impact financial performance in 2018 & 2019 as

expected for an amount of $ 35m to $ 40m compared to 2017.

  • Commercial function requires an improvement to address a number of critical points:
  • Customer churn is higher than expected due to: insourcing, bankruptcies, acquisitions and

insufficient focus on customer satisfaction

  • Total Contract Value (“TCV”) of new contracts signed in 2017 was below target. 1Q18 is also showing

a slow start reflecting an insufficient pipeline. Lead time in fulfillment and transport between customer decision and top line impact could be around ~ 9 to 18 months

  • Radial’s international activities are considered as a strategic asset for bpost’s future and will be

integrated with other European fulfillment facilities under bpost leadership Action plan

  • Commercial initiatives defined and being implemented to grow the top line including:
  • Robust lead generation to improve pipeline management and increase TCV realization
  • Hire top Chief Revenue Officer
  • Initiatives taken to improve customer satisfaction
  • Initiatives taken to keep costs under control
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bpost at a glance

Radial: W hy integrated e-com m erce logistics?

I ntegrated e-com m erce logistics solutions provide access to a large and m ore attractive profit pool

Global e-com m erce sector is expected to grow at 20% p.a., with cross-border e-commerce growing at > 25% p.a. Offer a seam less and high-quality experience to consum ers and have access to a larger and m ore attractive profit pool

2 0 %

p.a. Close to bpost’s current capabilities (e.g. cross-border trade lanes with Landmark Global, FDM, AppleExpress, return logistics with DynaGroup) Beyond last mile and cross-border services, offer simple E2E solutions to m id-m arket e-com m erce players and an accelerated roll-out/ scale-up of their e-commerce operations

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bpost at a glance

W hy Radial?

Radial brings a distinctive set of capabilities that w ould

  • therw ise take years to develop

Build a significant presence in the advanced US e-com m erce logistics sector with proven client base, IT and infrastructure Inject new expertise and capabilities along the e-commerce logistics value chain e.g. omnichannel technology, fulfilment, payment, tax & fraud protection and customer care, which are critical to scale the EU e-commerce logistics business Build on track record in successfully stitching together different parts of the e-commerce logistics value chain to accelerate development of e-commerce logistics business Scale bpost’s e-commerce logistics capabilities in the Benelux and Europe

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bpost at a glance

Radial: W hy the US?

Radial offers access to the advanced US e-com m erce logistics sector and allow s to tap into transatlantic flow s

bpost has a proven track record of doing business in the US through Landmark Global The US is an advanced e-com m erce m arket that w ill continue to grow fast, offering the ideal opportunity to accelerate the development in the EU e-commerce logistics market, and gain a competitive edge A meaningful presence in the US provides a gatew ay to a global m arket, allowing Belgian consumers to shop online for US brands and retailers, and Belgian companies to benefit from transatlantic trade flows and export globally Presence in US taps into the origin of EU e-com m erce as it represents ~ 2 0 % of export flow s

2 0 %

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bpost at a glance

Radial: m arket dynam ics and com petitive landscape

E2 E integrated players

Com petitive landscape

Value chain specialists I nsourcing

Online revenue e-tailers, US Addressable e-com m erce logistics sector

$ 2 0 m $ 2 ,0 0 0 m

$ 4 6 0 bn1 expected US online retail revenue in 2 0 1 7 Radial’s target audience ( $ 2 0 m – 2 bn revenues)

  • Mid-market

segment ($ 20-200m

  • nline revenue)
  • Enterprise

segment ($ 200-600m)

  • Some selected

key accounts ($ 600m-$ 2bn) $ 2 7 -3 7 bn addressable e-com m erce logistics Radial’s target audience e-com m erce revenue $ 1 5 0 -1 5 5 bn ~ $ 460bn total US

  • nline Retail

e-commerce

(* ) Not exhaustive examples (* ) (* )

1

Source: Forrester Data, Online Retail Forecast, 2017

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bpost at a glance

Sales 2015: € 88.5m Normalized EBITDA 2015: € 6.8m (7.7% margin) Initial purchase price: € 51.0m Sales 2017: € 132.2m

Rationale: support grow th strategy of parcels

  • We want to broaden the value chain in

e-com m erce

  • We will further build out our hybrid netw ork by

adding capabilities to offer high-end deliveries

  • We want to extend our footprint in The

Netherlands with a strong player with an excellent track record. DynaGroup is m arket leader on the 2 XL m arket segm ent.

W e grow

Acquisition of

  • EPS & DPS accretive
  • Double digit sales grow th for coming years
  • By 2 0 2 0 : sales x2 , low double-digit EBI TDA

m argin

  • Total capex planned € 2 -3 m / year

Financial am bitions

( 6 January 2 0 1 7 )

Repair of e.g. sm artphones, coffee m achines, etc. E-com m erce related high-end deliveries requiring non- standard, non-bulk transport with added value activities

  • Anytime: same-day, next day, weekend
  • Any size: S to 2XL (2man delivery with installation)
  • Safe & secure: ID verification & authentication
  • Anywhere: active through 7 locations throughout Benelux

Supply chain services for banks and insurance com panies: e.g. sensitive document handling, ID verification

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bpost at a glance Retail (220 shops) Convenience & Proxim ity Retail

  • Pre-paid services (Alvadis)
  • Impulse products (Burnonville)

Convenience distribution & diversification Press Logistics Newspaper Magazines International press Press distribution to 5,345 POS Non- Press Logistics Parcels & Logistic Services (1,000 pick-up drop-off points)

Sales 2015: € 338m 1 Normalized EBITDA 2015: € 14m (4.1% margin) Purchase price: € 81.3m (incl. € 44.5m cash) Sales 2017: € 281.7m

Rationale for bpost

Diversify into the grow ing proxim ity & convenience distribution

  • Accelerate product diversification in order to

enhance profitability

  • Footprint expansion (30 to 45 new stores in the

next 3 to 5 years) and rem odeling

  • Grow in line with convenience & proximity retail

market Further enable dom estic parcels grow th strategy

  • Improve delivery options and increase coverage

(network of > 2 ,2 0 0 points across Belgium)

  • Fully cash financed
  • Preliminary synergy estim ate of € 4 -5 m annually

after full integration

  • Total capex planned < € 1 0 m / year

Transaction details

W e grow

Acquisition of ( 3 0 Novem ber 2 0 1 6 )

1

€ 431m disclosed in closing press release of 1 Dec. 2016, restated to € 338m under accounting policies of bpost Group and I AS 18 “Revenue”

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Continuous im provem ent is in our DNA. W e have a proven transform ation track record…

bpost at a glance

2 0 0 4

  • Building of new

sorting centres

  • Transformation of

the network

2 0 0 3

Start of continuous

  • ptimization of

delivery rounds

2 0 0 9

Implemen- tation of new distribution structure with reduced number of buildings

2 0 1 1 -2 0 2 0

Strategic ‘Vision 2020’ program in mail service

  • perations to further increase

efficiency

2 0 0 3

New management & start of the transformation period

2 0 0 6

CVC and Danish Post enter into the capital for 50% -1 share (split 50/ 50), government holds 50% + 1 share

2 0 0 8

Danish Post sells its stake to CVC

2 0 1 3

IPO in June at € 14.5/ share CVC sells 30% in IPO and remaining 20% in December

Transform ation journey Key events

Normalized1 EBIT

1 Normalized figures are not audited

2 0 0 7

Automated round sorting and mail sequencing

2 0 1 7

Launch New Brussels X sorting facility

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25

… and w e have plans for further productivity gains w ith Vision 2 0 2 0

bpost at a glance

2 0 1 7 2 H1 7 2 H1 8 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1

Centralize & Autom ate Preparation Parcels Sorting Distribution Netw ork

I nstall additional MSMs in 5 sorting centres (24 installed to date) Autom ate & Centralize preparation activities Com plete building I nstall PSM & m igrate parcel sorting Reorganize distribution offices around 6 0 Mail Centres (~ 230 currently) I ncrease Parcel sorting capacity

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New Brussels X Sorting Centre fully

  • perational
  • Total surface: 103,000 m²
  • Working area: 80,000 m²
  • Letter sorting hall: 50,000 m² (2 floors)
  • Parcel sorting hall: 25,000 m²
  • Parking on the roof: 25,000 m²
  • Offices: 5,800 m²
  • 1,500 FTEs
  • 1 high-tech parcel sorting machine (PSM)
  • Operational 24/ 7 with 30 high-tech

machines

  • Capacity: 300,000 parcels/ day & 2,500,000

letters/ day

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27

W e are leveraging the age pyram id to optim ize the FTE m ix

bpost at a glance

Historic FTE evolution

Average FTEs, ‘000

  • 3 .0 %

p.a.

bpost significantly reduced # FTEs through cost im provem ents across the entire organization. Recent uplift in FTEs is driven by acquisitions and high grow th in parcels

2003 04 05 06 07 08 09 10 11 12 13

2 5

3 9

The age pyram id allow s bpost to optim ize the FTE m ix replacing m ainly statutory w orkers by auxiliary postm en

3 7 % of bpost’s em ployees are above 5 0 years old*

Age pyram id

Headcount per age, 31.12.2017 40-49 7 ,2 3 3 0-39 8 ,6 9 9 9 ,4 5 3 50+ Civil servants Non pay-scale contractuals Pay-scale contractuals 14 15

* Natural attrition of c. 1,200 FTE p.a. being replaced to capture parcels growth which outpaces productivity improvements. Most of these replacements

are at a lower cost (auxiliary postmen cost c. 30% less than bpost average payroll cost/ FTE)

16 2017

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28

bpost at a glance

High perform ance hybrid netw ork

W e w ill play an architect role defining w hich netw ork is best suited to handle each type of parcel

W e w ill capitalize on high density and synergy of our integrated netw ork W e w ill start using an ecosystem of netw orks in com plem entary w ays Parcify CityDepot/ Bubble Post External partners Euro-Sprinters

  • Sunday delivery
  • Evening delivery (6-9pm)
  • Urgent items
  • Volume peaks
  • 2-man delivery,…
  • B/ C2Me
  • Highly specific
  • Urgent items
  • No packaging or label
  • Urgent items
  • Non-standard format
  • Technical intervention
  • City centers
  • Mobility
  • Green

Specific

Our integrated m ail distribution and retail netw orks

Home delivery

  • Large volume
  • weekdays
  • Saturday
  • standard format

Standard PUDO

  • > 2,200 points
  • 152 parcel lockers
  • pen networks

DynaGroup

  • High-end deliveries

(same day, time slot, 2XL)

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29

Distribution quality

Percentage letters1 in D+ 1 7 5 8 6 8 5 9 1

W e w ant to keep stakeholders on board…

bpost at a glance

+ 6

2003 2016

Custom er satisfaction 2

Percent

+ 1 1

2003 2017

Environm ent

1 st

  • n the IPC

Environmental Ranking

Carbon disclosure project: C (C is average score) Com m itted em ployer Commitment & well-being 2 0 1 7 2 0 1 6

  • 2 .5 %

Recognize experience W ork accidents

2 4 7 people graduated

1

D+ 1 delivery of domestic single piece items up to 2 kg, stamped at “Prior tariff”, 2017 figure not yet available

2

“Satisfied customers” (score of 5 or above on a scale from 1 to 7 on the question: “Overall, how satisfied are you about bpost?”) based on bpost commissioned survey by I psos-Synovate

Note: more information regarding bpost’s Corporate Social Responsibility is available on the website: http: / / corporate.bpost.be/ sustainability

CO2 reduction

  • bjective: -4 5 %

by 2020 (vs. 2007)

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30

W e w ill achieve sustainable grow th through our 3 -pillar CSR strategy linked to

bpost at a glance

People

we care about our employees and engage them

Proxim ity

we are close to the society

Planet

we strive to reduce our impact on the environment

Shared Value Creation

  • Employee health &

safety

  • Employee training

and talent development

  • Ethics & diversity
  • Social dialogue
  • Green fleet
  • Green buildings
  • Waste management
  • To our community
  • To our suppliers
  • To our customers

through our services

  • Continuity of our

business

  • Employee satisfaction

and engagement

  • Customer satisfaction
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31

W e create value for shareholders

bpost at a glance

Dividend Policy

Annual dividend of m inim um 8 5 % of BGAAP net profit ( unconsolidated) I nterim in Decem ber of financial year based on 10-month results Final in May of year following financial year Constrained by the net results of a given year + distributable reserves Distributable reserves built gradually as from 2013, primarily to safeguard the dividend level in case of exceptional costs (€ 173m end 2017)

0.93 1.04 1.05 1.06 1.06 0.20 0.22 0.25 1 .3 1 2013 1 .1 3 0.25* 0.24 2017 2015 1 .2 6 1 .3 1

+ 1 6 %

2016 2014 1 .2 9 Interim gross DPS (€) Final gross DPS (€)

* Proposed final gross dividend per share to be approved by General Meeting of May 9, 2018

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32

Sum m ary of key financials FY1 7

bpost at a glance

Note: an Excel download of detailed financials per quarter is available on the website: http: / / corporate.bpost.be/ investors/ results-reports-and-presentations/ quarterly-results

€ m illion

1 Normalized figures are not audited

FY1 6 FY1 7 FY1 6 FY1 7 % Δ Total operating income (revenues) 2,425.2 3,023.8 2,425.2 3,023.8 24.7% Operating expenses 1,838.4 2,425.9 1,838.4 2,425.9 32.0% EBI TDA 5 8 6 .9 5 9 8 .0 5 8 6 .9 5 9 8 .0 1 .9 % Margin (% ) 24.2% 19.8% 24.2% 19.8% EBI T 4 9 6 .5 4 9 2 .9 4 9 6 .5 5 0 1 .6 1 .0 % Margin (% ) 20.5% 16.3% 20.5% 16.6% Profit before tax 4 8 9 .5 4 8 8 .7 4 8 9 .5 4 9 7 .5 1 .6 % Income tax expense 143.2 165.8 165.4 168.2 Net profit 3 4 6 .2 3 2 2 .9 3 2 4 .1 3 2 9 .3 1 .6 % FCF 1 9 3 .9 ( 4 8 5 .8 ) 1 9 3 .9 ( 4 8 5 .8 ) bpost S.A./ N.V. net profit ( BGAAP) 3 0 8 .7 2 9 1 .0 2 8 6 .5 2 9 1 .0 1 .6 % Net Debt/ ( Net cash) , at 3 1 Decem ber ( 4 9 2 .7 ) 2 9 2 .4 ( 4 9 2 .7 ) 2 9 2 .4 Reported Normalized1

Positive tax impact

  • f Deltamedia

liquidation € 22.2m € 8.7m linked to amortization on intangible assets (purchase price allocation “PPA” Ubiway, Dynagroup & de Buren) Tax impact of PPA

  • n amortization of

€ 2.5m

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33

Supported by a strong balance sheet

bpost at a glance

Assets

1 bpost has no pension deficit: as is customary in Belgium all pensions are paid as part of national social security

Equity and liabilities

PPE & intangible assets Cash, cash equivalents & investment securities Mar 31, 2018 3 ,0 9 2 .3 Inventories Trade & other receivables Investments in associates Other assets 1 ,6 0 0 .2 Dec 31, 2017 3 9 .2 5 3 9 .5 6 1 6 .1 3 9 .1 7 2 8 .8 3 2 9 .2 1 ,6 2 0 .8 4 6 6 .0 3 9 .5 2 5 7 .2 4 0 .1 3 ,2 2 3 .3 Provisions 7 5 8 .2 7 6 1 .6 Interest-bearing loans & borrowings, bank overdrafts Employee benefits 7 7 7 .8 3 ,2 2 3 .3 Mar 31, 2018 3 ,0 9 2 .3 3 2 6 .3 Trade & other payables 3 2 6 .9 4 2 .7 Dec 31, 2017 7 5 5 .2 1 ,3 1 5 .0 Total equity 1 ,2 0 6 .5 4 5 .4

€ m illion

Long term benefits

  • Pension savings days
  • Quota days
  • Part-time work

Other long term benefits (disability annuities) Deferred tax asset

  • Mostly unfunded

( no investm ent risk)

  • Volatility m ainly through the

discount rate

  • No pension liabilities1

Em ployee benefit liabilities

Termination (early retirement) Post retirement (family allowance, transport, bank, … )

5 0 .7 6 .6 1 0 8 .2 1 6 1 .5

3 2 .4 2 9 4 .5

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34

bpost’s long term relationship w ith the Belgian State

bpost at a glance

State as a long term shareholder

Belgian State has 5 1 % shares bpost’s board is composed of 5 board m em bers and CEO appointed by the Belgian State and 6 independent directors Belgian State supports a regular dividend policy

bpost provides SGEI s1 on behalf of the State

bpost provides a range of public services. 2 0 1 6 -2 0 2 0 2 press distribution contracts (newspapers & periodicals) Sixth m anagem ent contract for

  • ther SGEIs

Contractual am ounts (excl. inflation2, volume impact & sharing

  • f efficiency gains) of € 261.0m in

2016 (actual amount: € 264.9m), € 260.8m in 2017 (actual amount: € 270.0m), € 2 5 7 .6 m in 2 0 1 8 , € 252.6m in 2019 and € 245.6m in 2020

State as im portant custom er

State is a key com m ercial client to bpost Several other agreem ents in place with the State, such as European license plates (won by bpost through tender)

1

SGEI stands for Services of General Economic I nterest

2

All amounts need to be adjusted for inflation on a cumulated yearly basis

Shareholder Belgian State Free float # shares 102,075,649 97,925,295

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35

bpost’s m anagem ent team and organization

bpost at a glance

Mark Michiels CHRO Koen Van Gerven CEO Nico Cools CIO Dirk Tirez CLO Henri de Rom rée CFO Kurt Pierloot Director Mail & Retail Luc Cloet Director Parcels & Logistics Europe & Asia Pierre W inand Director Parcels & Logistics North America

slide-36
SLIDE 36

Current Trading 1 Q1 8

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37

1Q18

EBI TDA im pacted by anticipated m ail volum e decline, low er gain

  • n building sales and organic cost increase

€ m illion

17.1 176.9 1 .5

  • 2 0 .6

1 4 0 .2

EBITDA Radial Corporate

  • 8 .4

Additional sources

  • f revenues

6 .8

Costs (excl. Radial) Parcels (excl. Radial) EBI TDA 1 Q1 8 Domestic Mail

  • 1 4 .2

EBI TDA 1 Q1 7

  • 1 9 .0

Total operating income (revenues)

€ -3 6 .8 m / -2 0 .8 %

Lower gain from building sales (€ -5.5m) inorganic (excl. Radial)

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38

1Q18

1Q17 1Q18 1Q17 1Q18 % Δ Tot al operat ing income (revenues) 721.5 916.2 721.5 916.2 27.0% Operat ing expenses 544.5 776.1 544.5 776.1 42.5% EBI TDA 176.9 140.2 176.9 140.2

  • 20.8%

Margin (% ) 24.5% 15.3% 24.5% 15.3% EBI T 154.2 104.8 154.2 106.8

  • 30.7%

Margin (% ) 21.4% 11.4% 21.4% 11.7% Profit before tax 150.3 98.1 150.3 100.1

  • 33.4%

I ncome t ax expense 54.2 35.6 54.2 36.1 Net profit 96.1 62.5 96.1 64.0

  • 33.3%

FCF 166.2 151.3 166.2 151.3

  • 9.0%

bpost S.A./ N.V. net profit ( BGAAP) 94.3 72.3 94.3 72.3

  • 23.4%

Net Debt/ ( Net cash) , at 31 March ( 659.1) 145.7 ( 659.1) 145.7

Normalized1 Reported

Sum m ary of key financials 1 Q1 8

€ m illion

1

Normalized figures are not audited

€ 2.0m linked to amortization on intangible assets (purchase price allocation “PPA” Ubiway, Dynagroup & de Buren) Tax impact of PPA

  • n amortization of

€ 0.5m

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39

1Q18

Total operating incom e ( revenues)

€ m illion

1

Defined as domestic and Belgian in- and outbound

1Q17 ∆ 1Q18 % ∆ Transact ional mail 214.2

  • 7.9

206.2

  • 3.7%

Advert ising mail 67.4

  • 3.9

63.4

  • 5.8%

Press 75.0

  • 2.3

72.7

  • 3.1%

Domest ic parcels1 52.4 10.9 63.3 20.8% I nt ernat ional parcels 53.3 1.5 54.8 2.9% Logist ic solut ions 34.0 198.0 232.0

  • I nt ernat ional mail

42.1 13.9 56.0 32.9% Value added services 26.0 0.8 26.9 3.3% Banking and financial 46.6

  • 2.9

43.7

  • 6.2%

Dist ribut ion 26.1

  • 2.6

23.5

  • 10.0%

Ret ail & Ot her 70.7

  • 2.4

68.4

  • 3.4%

Corporat e 13.7

  • 8.4

5.3

  • 61.4%

721.5 194.8 916.2 27.0% Domestic mail Parcels Additional sources

  • f revenues

TOTAL

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40

1Q18

Dom estic m ail underlying volum e trend at -6 .6 % driven by w eak advertising m ail & continued e-substitution

Total operating incom e ( revenues) , € m illion

1

1Q18 had 1 working day less on franking machines vs. 1Q17

  • Tough comparable base at -4.7% for 1Q17 (best quarter of

2017).

  • Transactional Mail: continued e-substitution

(banking/ insurance, telco & utilities) and rationalization (banking/ insurance & public sector).

  • Advertising Mail: mainly impacted by phasing towards 2Q18

and one-off campaigns last year.

  • Press: in line with LY at -3.1% .
  • Price increase on non-regulated items as of 1 January and SUB

as of 1 March partly offset by shift towards cheaper products.

7.3 1 Q1 8

  • 2 0 .9

Working day impact

  • 1 4 .2

3 5 6 .5 Volume

  • 0 .6

1 Q1 7 3 4 2 .4 Price/ mix

FY17 1Q18 FY17 1Q18 Transact ional mail

  • 8.3%
  • 7.0%
  • 8.1%
  • 6.7%

Advert ising mail 1.5%

  • 7.6%

1.5%

  • 7.6%

Press

  • 3.7%
  • 3.3%
  • 3.7%
  • 3.3%

Domestic Mail

  • 5.9%
  • 6.8%
  • 5.8%
  • 6.6%

Report ed Underlying 1

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SLIDE 41

41

1Q18

Continued outstanding dom estic parcels perform ance, grow th in Logistic Solutions driven by Radial

Total operating incom e ( revenues) , € m illion

1

Defined as domestic and Belgian in- and outbound

  • Reported volum e grow th of + 2 8 .3 % driven by

thriving e-commerce and the online C2C product offering.

  • Price/ m ix of -6 .1 % : price increase fully offset by product

& client mix effect.

  • Growth driven by higher revenues from Europe and US

(despite negative FX impact), slight decrease in revenues from Asia.

  • Mainly Leen Menken consolidated as of January 2018.

1 9 3 .4 Domestic Parcels1 3 5 0 .1 4 .6 1 0 .9 1 Q1 7 rebased + 1 7 .1 1 Q1 8 Logistic Solutions International Parcels 1 .5 3 3 3 .0 1 3 9 .6 Radial 1 Q1 7

  • Consolidation of Radial as of 16 November 2017 (revenues

are reported under Logistic Solutions), revenues slightly below last year.

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42

1Q18

Total operating incom e ( revenues) , € m illion

Distribution

  • 2 .9

International mail Retail & Other 2 1 1 .6 + 6 .8

  • 2 .4

1 3 .9

  • 2 .6

Banking & Financial 1 Q1 7 1 Q1 8 2 1 8 .4 VAS 0 .8

1

M.A. I .L., I nc. 1Q18 contains January & February 2018. Consolidation of March figures deferred to a later quarter.

  • Driven by consolidation of Imex & M.A.I.L., Inc.1 as of

January 2018.

  • Mainly decline of Alvadis due to legislative change on pre-

paid mobile phone cards (June 2017), decline of press volumes partly compensated by price increases and launch of the Panini stickers for the world cup 2018.

  • Lower revenues from bpost bank savings accounts due to

low interest rate environment; lower revenue from financial transactions managed on behalf of the State.

  • Higher sales Ubiway Retail offset by lower sales bpost

retail products.

  • Driven by management of cross-border fines on behalf of

the Belgian State.

Additional sources of revenues driven by acquisitions

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43

1Q18

Opex influenced by acquisitions ( € + 2 1 2 .5 m ) , payroll & interim im pacted by higher parcels volum es, w age drift & absenteeism

Operating expenses excl. depreciation and am ortization, € m illion

Radial, Bubble Post, Leen Menken, I mex, M.A.I .L., I nc.

9.7 5.1 Other costs 7 1 .8 1 Q1 7

  • 1 0 .4

1 Q1 8 5 4 4 .5 Payroll & Interim 7 7 6 .1 Other SG&A Transport 1 4 .6 3 2 .1 5 6 3 .5 + 1 9 .0 2 1 2 .5 2 4 .5 8 4 .2

  • Excluding scope change, driven by evolution of the

international activities.

  • Excluding scope change, decrease driven by higher

recoverable VAT and lower material costs.

  • Average reported FTE & interim increase of 7,022

leading to € + 91.0m additional costs and explained by the integration of FTE & interims from new subsidiaries, higher parcels volumes and absenteeism.

  • Favourable FTE m ix of € -3.1m driven by the

recruitment of auxiliary postmen.

  • Price effect of € + 6.0m mainly explained by salary

indexation, CLA and merit increases only partially compensated by the impact of the tax shift.

  • Excluding scope change, increase in rent and rental costs

(mainly new Brussels sorting centre) and project related costs.

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44

1Q18

€ million 1Q17 1Q18 Delta Cash flow from operating activities + 255.6 + 229.9

  • 25.7

Cash flow from investing activities

  • 89.3
  • 78.6

+ 10.8 Operating free cash flow + 166.2 + 151.3

  • 14.9

Financing activities

  • 0.3
  • 3.9
  • 3.6

Net cash m ovem ent + 165.9 + 147.4

  • 18.6

Capex

  • 13.0
  • 14.4
  • 1.5

Low er operating FCF1 m ainly due to decreased operating results

  • Operating results: € -2 3 .6 m
  • Changes in working capital: € -2 .1 m
  • Transactions with minorities: € -0 .3 m
  • Payments related to borrowings and leasing liabilities: € -3 .3 m

1

Operating free cash flow = cash flow from operating activities + cash flow from investing activities

  • Proceeds from sale of buildings: € -8 .7 m
  • Higher capex: € -1 .5 m
  • Cash outflows related to acquisitions: € + 2 1 .0 m , mainly
  • DynaGroup acquisition cash outflow in 1Q17 vs. contingent consideration

in 1Q18: € + 8 .2 m

  • LGI shares in 1Q17: € + 3 1 .7 m
  • New acquisitions: € -1 9 .1 m
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SLIDE 45

Additional info

slide-46
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46

European mail market

A relatively resilient m ail m arket vs. other European operators

2 0 0 8 -1 7 CAGR for addressed m ail volum es

as reported by major incumbent European postal operators, percent

53 58 119 133 155 164 171 193 207 208 248 UK DE SW IT BE DK EU NL FR CH AU

Addressed m ail volum e per capita 2 0 1 7

  • perator level*

1 11 3 8 6 7 10 5 2 4

Source: company information, annual reports, investor presentations, I PC, Eurostat

Note: definition of addressed mail may differ by operator 1 Includes addressed mail 2 Includes addressed mail 3 Includes addressed mail 4 Includes addressed mail 5 Includes mail communication and dialogue marketing 6 Includes addressed mail 7 Includes addressed mail (publishers services excl.) 8 Includes addressed mail excluding press 9 Includes all domestic mail

  • 3.2
  • 3.5
  • 4.4
  • 4.5
  • 5.1
  • 9.1
  • 9.4
  • 2.0
  • 5.8
  • 3.8

UK BE DK

  • 13.1

IT NL FR SW EU DE CH AU

3 8 4 5 6 7 11 10 1 2

10 Includes inland addressed mail 11 Includes letter mail and addressed direct mail / media post * Excludes domestic competitors (1) 2016 data (2) 2008-16 data (1) (1) (2) (2)

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47

Key contacts

Baudouin de Hepcée

Director External Com m unication, I nvestor Relations & Public Affairs

  • Em ail: baudouin.dehepcee@bpost.be
  • Direct: + 32 (0) 2 276 22 28
  • Mobile: + 32 (0) 476 49 69 58
  • Address: bpost, Centre Monnaie, 1000 Brussels, Belgium

Saskia Dheedene

Manager I nvestor Relations

  • Em ail: saskia.dheedene@bpost.be
  • Direct: + 32 (0) 2 276 76 43
  • Mobile: + 32 (0) 477 92 23 43
  • Address: bpost, Centre Monnaie, 1000 Brussels, Belgium
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